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    SCRUTINY BOARD (ENVIRONMENT AND NEIGHBOURHOODS)

                      Meeting to be held in the Civic Hall, Leeds on
                        Monday, 12th January, 2009 at 10.00 am

              A pre-meeting will take place for ALL Members of the Board
                           in a Committee Room at 9.30 am


                                      MEMBERSHIP

                                       Councillors

                           B Anderson (Chair) -      Adel and Wharfedale
                                  A Blackburn -      Farnley and Wortley
                                      A Castle -     Harewood
                                    B Cleasby -      Horsforth
                                    D Coupar -       Middleton Park
                                     A Gabriel -     Beeston and Holbeck
                               D Hollingsworth -     Burmantofts and
                                                     Richmond Hill
                                      G Hyde -       Killingbeck and
                                                     Seacroft
                                    G Kirkland -     Otley and Yeadon
                                   J Marjoram -      Calverley and
                                                     Farsley
                                    L Mulherin -     Ardsley and Robin
                                                     Hood
                                    M Rafique -      Chapel Allerton




          Please note: Certain or all items on this agenda may be recorded on tape

Agenda compiled by:         Stuart Robinson                  Principal Scrutiny Adviser:
Governance Services         247 4360                         Angela Brogden
Civic Hall                                                   Telephone No:      247 4553
LEEDS LS1 1UR

                                                                         Produced on Recycled Paper

                                            A
                                  AGENDA


Item   Ward/Equal      Item Not                                                            Page
No     Opportunities   Open                                                                No

1                                 APPEALS AGAINST REFUSAL OF INSPECTION
                                  OF DOCUMENTS

                                  To consider any appeals in accordance with
                                  Procedure Rule 25 of the Access to Information
                                  Procedure Rules (in the event of an Appeal the
                                  press and public will be excluded.)

                                  (*In accordance with Procedure Rule 25, written
                                  notice of an appeal must be received by the Chief
                                  Democratic Services Officer at least 24 hours
                                  before the meeting)



2                                 EXEMPT INFORMATION - POSSIBLE
                                  EXCLUSION OF THE PRESS AND PUBLIC

                                  1     To highlight reports or appendices which
                                        officers have identified as containing exempt
                                        information, and where officers consider that
                                        the public interest in maintaining the
                                        exemption outweighs the public interest in
                                        disclosing the information, for the reasons
                                        outlined in the report.

                                  2     To consider whether or not to accept the
                                        officers recommendation in respect of the
                                        above information.

                                  3     If so, to formally pass the following
                                        resolution:-

                                        RESOLVED – That the press and public be
                                        excluded from the meeting during
                                        consideration of the following parts of the
                                        agenda designated as containing exempt
                                        information on the grounds that it is likely, in
                                        view of the nature of the business to be
                                        transacted or the nature of the proceedings,
                                        that if members of the press and public were
                                        present there would be disclosure to them of
                                        exempt information, as follows:-

                                        No exempt items or information have
                                        been identified on this agenda.




                                         B
Item   Ward/Equal      Item Not                                                         Page
No     Opportunities   Open                                                             No

3                                 LATE ITEMS

                                  To identify items which have been admitted to the
                                  agenda by the Chair for consideration.

                                  (The special circumstances shall be specified in
                                  the minutes.)


4                                 DECLARATIONS OF INTEREST

                                  To declare any personal / prejudicial interests for
                                  the purpose of Section 81 (3) of the Local
                                  Government Act 2000 and paragraphs 8 to 12 of
                                  the Members Code of Conduct.


5                                 APOLOGIES FOR ABSENCE

                                  To receive any apologies for absence.


6                                 MINUTES OF THE PREVIOUS MEETING                       1-8

                                  To receive and approve the minutes of the
                                  previous meeting held on 8th December 2008.


7                                 EXECUTIVE BOARD - MINUTES                             9 - 18

                                  To receive a copy of the Executive Board minutes
                                  of the meeting held on 3rd December 2008


8                                 LEEDS STRATEGIC PLAN PERFORMANCE                      19 -
                                  REPORT FOR QUARTER 2 2008/09                          54

                                  To receive a report of the Head of Policy,
                                  Performance and Improvement on the Leeds
                                  Strategic Plan Performance Report for Quarter 2
                                  2008/09.


9                                 RECOMMENDATION TRACKING                               55 -
                                                                                        106
                                  To consider a report of the Head of Scrutiny and
                                  Member Development tracking quarterly progress
                                  with previous Scrutiny recommendations.




                                         C
Item   Ward/Equal      Item Not                                                         Page
No     Opportunities   Open                                                             No

10                                THE ROLE OF POLICE COMMUNITY SUPPORT                  107 -
                                  OFFICERS (PCSOS)                                      118

                                  To consider a report of the Director of Environment
                                  and Neighbourhoods on the role of Police
                                  Community Support Officers (PCSOs).


11                                UPDATE ON HOUSES IN MULTIPLE                          119 -
                                  OCCUPATION (HMO) MANDATORY LICENSING                  128

                                  To consider a report of the Director of Environment
                                  and Neighbourhoods on the landlord licensing
                                  scheme for houses in multiple occupation (HMO)
                                  and the impact this has made in Leeds.


12                                ENFORCEMENT OF DOG FOULING                            129 -
                                                                                        142
                                  To consider a report of the Head of Scrutiny and
                                  Member Development presenting a monthly
                                  update on the enforcement of dog fouling across
                                  the city and a draft statement setting out the
                                  Board’s recommendations on this matter.


13                                CURRENT WORK PROGRAMME                                143 -
                                                                                        152
                                  To consider a report of the Head of Scrutiny
                                  Development on the Board’s current work
                                  programme.


14                                DATE AND TIME OF NEXT MEETING

                                  Monday 9th February 2009 at 10.00am (Pre-
                                  meeting for Board Members at 9.30am)




                                         D
                                                                Agenda Item 6
         SCRUTINY BOARD (ENVIRONMENT AND NEIGHBOURHOODS)

                              MONDAY, 8TH DECEMBER, 2008

             PRESENT:            Councillor B Anderson in the Chair

                                 Councillors A Blackburn, A Castle,
                                 B Cleasby, D Hollingsworth, G Hyde,
                                 G Kirkland, J Marjoram and L Mulherin



60   Chair's Opening Remarks
     The Chair welcomed everyone to the December meeting of the Scrutiny
     Board (Environment and Neighbourhoods).

61   Late Items
     In accordance with his powers under Section 100B(4)(b) of the Local
     Government Act 1972, the Chair consented to the submission of a late item of
     business relating to a summary report of the working group’s discussions
     regarding the Board’s Inquiries into Older People’s Housing and Street
     Cleaning (Agenda Items 8 and 10) (Appendix 2 and Appendix 1 refer)
     (Minutes 67 and 70 refer). The reports were late due to the short timescale
     involved in producing the report and consulting working group members on its
     content.

62   Declarations of Interest
     The following personal interests were declared:-

     •   Councillor B Anderson in his capacity as Chair of West North West Homes
         (Agenda Item 10) (Minute 70 refers)
     •   Councillor A Blackburn in her capacity as a Director of West North West
         Homes (Agenda Item 10) (Minute 70 refers)
     •   Councillor D Hollingsworth in his capacity as a Director of East North East
         Homes (Agenda Item 10) (Minute 70 refers)
     •   Councillor G Hyde in his capacity as a Director of East North East Homes
         (Agenda Item 10) (Minute 70 refers) and as a dog owner (Agenda Item 11)
         (Minute 71 refers)
     •   Councillor B Cleasby in his capacity as a dog owner (Agenda Item 11)
         (Minute 71 refers)

63   Apologies for Absence
     Apologies for absence were received on behalf of Councillor A Gabriel and
     Councillor M Rafique.

64   Minutes of the Previous Meeting
     RESOLVED – That the minutes of the meeting held on 10th November 2008
     be confirmed as a correct record.


     Draft minutes to be approved at the meeting
     to be held on Monday, 12th January, 2009


                                             Page 1
65   Matters Arising from the Minutes
     (a)   Miscellaneous Properties (Minute 53(b) refers)
           The Chair referred to Councillor A Gabriel’s comments in relation to
           seeking clarification on what was happening with properties not
           transferred to ALMOs and left derelict, especially properties in
           recreation areas, and the action being taken with the respective
           landlords in this regard.

              He requested that this issue should be revisited at the next Board
              meeting in January 2009.

     (b)      Inquiry into Private Rented Sector Housing (Minute 55 refers)
              Board Members noted and welcomed that they could now access the
              department’s area profile reports around empty properties on the
              Council’s Intranet.

66   Executive Board - Minutes
     RESOLVED – That the minutes of the Executive Board meeting held on 5th
     November 2008 be received and noted.

67   Inquiry into Older People's Housing
     The Head of Scrutiny and Member Development submitted a report
     presenting evidence in line with Session 1 of the Board’s Inquiry into Older
     People’s Housing.

     Appended to the report were copies of the following documents for the
     information/comment of the meeting:-

     (a)      Scrutiny Board (Environment and Neighbourhoods) – Inquiry into Older
              People’s Housing – Terms of Reference (Appendix 1 refers)
     (b)      Scrutiny Board (Environment and Neighbourhoods) – Inquiry into Older
              People’s Housing – Summary Report of the working group meeting
              held on 1st December 2008 (Appendix 2 refers)

     The purpose of today’s Board meeting was to focus on the following specific
     areas:-

     •     links between the national ‘personalisation agenda’ and the future
           development of flexible and bespoke housing related services for older
           people
     •     implications of the increasing older people population on housing related
           services and the identification of future planning needs
     •     the current review of the Leeds Housing Strategy and its need to
           respond to the relevant strategic outcomes and priorities within the Leeds
           Strategic Plan and Leeds Local Agreement
     •     the Leeds Older People’s Housing Strategy and accompanying action
           plan
     •     the condition of sheltered housing stock in Leeds and proposals for
           improvement, with particular reference to the Supporting People

     Draft minutes to be approved at the meeting
     to be held on Monday, 12th January, 2009


                                                   Page 2
    Programme and PFI bid proposals for modernising housing provision for
    older people

The following officers were in attendance and responded to Members’ queries
and comments:-

Bridget Emery, Head of Housing Strategy and Commissioning
Dennis Holmes, Chief Officer, Commissioning, Adult Social Care
Mick Ward, Head of Strategic Partnerships and Development (Older People
and Disabled People)
Iain Kyles, PFI Project Adviser, Housing Private Finance Initiative and Public
Private Partnerships

The Chair invited Board Members to comment on the late summary report of
the working group meeting held on 1st December 2008.

The Board supported the comments of the working group.

Specific reference was made to the scale of the problem and the need to
increase the number of properties up to a 21st century standard, subject to
costs involved.

The Head of Housing Strategy and Commissioning responded by explaining
that some aspects of the work was picked up through the decency
programme, but not all. She agreed to supply the Board with more
information on the current estimates around the work that needed to be done.

The Chair then invited each officer present to briefly highlight the issues and
concerns in respect of Older People’s Housing to assist the Board with their
Inquiry.

PFI Issues

Iain Kyles, PFI Project Manager, Housing Private Finance Initiative and Public
Private Partnerships made specific reference to the following key issues:-

•   the scale of the provision that the Council should be seeking to provide
    across the city and how PFI can help with this
•   the need to identify priority locations
•   the extent of need for extra care housing across the city

In summary, specific reference was made to the following issues as
clarification to questions raised:-

•   the scale of PFI bid was gauged by reference to the total number of
    dwellings in out of date sheltered housing complex schemes with bed-sit
    type accommodation
•   new provision of housing for older people was also being undertaken as
    part of the Affordable Housing Programme. PFI would complement this
    work and seek to increase the pace of new provision
Draft minutes to be approved at the meeting
to be held on Monday, 12th January, 2009


                                        Page 3
•   priority had been given to tackling the need for works to bed-sit
    complexes, as they offered the lowest quality of current sheltered
    accommodation
•   the range of facilities provided in relation to the Extra Care Housing
    Schemes would vary by location according to the needs of each
    neighbourhood and the current range of facilities already available
•   no provision had been made in the PFI for support to given to older people
    and their families who elect to stay at home, for example the provision of
    extensions and alternate funding sources would need to be secured for
    such investment options

Strategic Partnerships and Development (Older People and Disabled People)
Issues

Mick Ward, Head of Strategic Partnerships and Development (Older People
and Disabled People) made specific reference to the following key issues:-

•   how housing can support the move to ‘care closer to home’
•   Health and Well-being agenda i.e. promoting better eating/exercise and
    avoiding social isolation
•   cross cutting initiatives i.e. falls prevention programme
•   how older people were supported in managing their own health conditions
    i.e. through telecare/telehealth services
•   further development of older people’s mental health issues i.e. dementia

Commissioning, Adult Social Care Issues

Dennis Holmes, Chief Officer – Commissioning, Adult Social Care made
specific reference to the following key issues:-

•   having properties available that older people can downsize into and which
    are also adapted to meet their needs
•   older people with dementia and the need to provide support to enable
    them to remain within their own homes
•   the need to consider the demography of the population to help predict the
    future needs of older people and the services that would be required 20-25
    years from now

Housing Strategy and Commissioning Issues

Bridget Emery, Head of Housing Strategy and Commissioning made specific
reference to the development of the Leeds Older People’s Housing
Strategy and the need to modernise services without putting people at risk or
becoming socially isolated
(The Board noted that the draft Leeds Older People’s Housing Strategy would
be submitted to the February 2009 meeting for consideration)

During discussions, clarification was sought of the safeguards in place when
individuals choose to commission their own services using direct payments or

Draft minutes to be approved at the meeting
to be held on Monday, 12th January, 2009


                                              Page 4
     individualised budgets. It was noted that the Council offered to carry out CRB
     checks for service users.

     RESOLVED –
     (a) That the contents of the report and appendices be noted.
     (b) That the evidence provided in line with session one of its Inquiry into
         Older People’s Housing be received and noted.

68   Update on the Supporting People Programme
     Referring to Minute 29 of the meeting held on 8th September 2008, the
     Director of Environment and Neighbourhoods submitted a report providing a
     quarterly update on the Supporting People Programme.

     Bridget Emery, Head of Housing Strategy and Commissioning was in
     attendance and responded to Members’ queries and comments.

     RESOLVED –
     (a) That the contents of the report be noted.
     (b) That a further update report be submitted to the Board in March 2009
         when clarification on the future of the programme in relation to the
         Area Based Grant would be established.
     (c) That the feasibility of other Council led commissioning services
         adopting the contract management policies used by the Housing
         Strategy and Commissioning section be noted and welcomed.

69   Current Work Programme
     The Head of Scrutiny and Member Development submitted a report on the
     Board’s current work programme.

     Appended to the report were copies of the following documents for the
     information/comment of the meeting:-

     •   Current work programme (Appendix 1 refers)
     •   Forward Plan of Key Decisions for the period 1st December 2008 to 31st
         March 2009 (Appendix 2 refers)

     RESOLVED –
     (a) That the contents of the report and appendices be noted.
     (b) That a report on the role of Police Community Support Officers
         (PCSOs) be added to the work programme for consideration at the
         January 2009 Board meeting.
     (c) That in relation to the issues raised by the Board around the need for
         more robust scrutiny of the budgeting process, the Board’s Principal
         Scrutiny Adviser be requested to add this as an item for discussion at
         the next Scrutiny Chair’s meeting.

70   Inquiry into Street Cleaning
     Referring to Minute 45 of the meeting held on 13th October 2008, the Head of
     Scrutiny and Member Development submitted a report presenting evidence in
     line with Session 2 of the Board’s Inquiry into Street Cleaning.
     Draft minutes to be approved at the meeting
     to be held on Monday, 12th January, 2009


                                             Page 5
Appended to the report were copies of the following documents for the
information/comment of the meeting:-

(a)      Scrutiny Board (Environment and Neighbourhoods) – Inquiry into
         Street Cleaning – Summary Report of the working group meeting held
         on 24th November 2008 (Appendix 1 refers)
(b)      Scrutiny Inquiry into Street Cleaning – Summary of issues raised by the
         public (Appendix 2 refers)

The purpose of today’s Board meeting was to focus on the following issues:-

•     comparative case studies of successful beacon authorities in relation to
      ‘better public places’ theme
•     street cleaning enforcement powers of the Council and opportunities for
      joined up enforcement with other individuals/groups/organisations
•     frequency and monitoring of street cleaning services
•     resource pressures relating to street cleaning services

The following officers were in attendance and responded to Members’ queries
and comments:-

Andrew Mason, Chief Environmental Services Officer
Graham Hollings, Streetscene Manager

The Chair invited Board Members to comment on the late summary report of
the working group meeting held on 24th November 2008.

The Board supported the comments of the working group.

In summary, specific reference was made to the following issues:-

•     a Member sought specific clarification of the street cleaning services
      carried out in relation to Carr Lane, Rawdon over the last 14 months
      (The Chief Environmental Services Officer responded and agreed to report
      back on this issue)
•     clarification of the role of Environmental Services and ALMOs in relation to
      street cleaning on adopted and unadopted highways
•     the continuing problems of parked cars and the need to inform residents in
      advance of street cleaning services arriving so that they can accommodate
      this by moving their cars
•     clarification of how the ALMOs budget was administered in relation to
      street cleaning
•     the need for officers to carry out a piece of work in the medium term on
      what a single street cleaning service would look like and the costs
      associated in delivering this

RESOLVED –
(a) That the contents of the report and appendices be noted.

Draft minutes to be approved at the meeting
to be held on Monday, 12th January, 2009


                                              Page 6
     (b)      That the evidence provided in line with Session 2 of its Inquiry into
              Street Cleaning be received and noted.
     (c)      That this Board notes the department’s responses to the public letters
              outlined in Appendix 2 of the report.

     (Councillor A Castle left the meeting at 2.20 pm during discussions of the
     above item)

71   Enforcement of Dog Fouling
     The Head of Scrutiny and Member Development submitted a report
     presenting a monthly update on the enforcement of dog fouling across the
     city.

     The Board’s Principal Scrutiny Adviser informed the meeting that the Draft
     Statement of the Scrutiny Board (Environment and Neighbourhoods) on
     Enforcement of Dog Fouling would be considered at the Board’s meeting on
     12th January 2009.

     Discussion ensued on the October 2008 data relating to the numbers of dog
     fouling Fixed Penalty Notices issues; prosecutions made, stray dogs
     impounded and dog service requests.

     In summary, specific reference was made to the following issues:-

     •     Members noted the number of stray dogs impounded during October 2008
           (87) compared to how many were returned to their owners (23). The
           Board agreed to issue a press release reminding dog owners of their
           responsibilities and particularly around this time of year in remembering
           that ‘a dog is for life, not just for Christmas’
     •     the reasons why there had been only two Fixed Penalty Notices issued
           during the month of October

     RESOLVED –
     (a) That the contents of the report and appendices be noted.
     (b) That the October 2008 data relating to the numbers of dog fouling
         Fixed Penalty Notices issued, prosecutions made, stray dogs
         impounded and dog service requests be noted.
     (c) That the Board’s Statement on the Enforcement of Dog Fouling be
         considered at the January 2009 meeting.
     (d) That a press release be issued on the lines referred to above.

72   Date and Time of Next Meeting
     Monday 12th January 2009 at 10.00 am (Pre-meeting for Board Members at
     9.30 am)



     (The meeting concluded at 2.25 pm)



     Draft minutes to be approved at the meeting
     to be held on Monday, 12th January, 2009


                                             Page 7
This page is intentionally left blank




               Page 8
                                                                 Agenda Item 7
                                 EXECUTIVE BOARD

                       WEDNESDAY, 3RD DECEMBER, 2008

             PRESENT:        Councillor A Carter in the Chair

                             Councillors R Brett, J L Carter, R Finnigan,
                             S Golton, R Harker, P Harrand, J Procter,
                             S Smith and K Wakefield

                             Councillor J Blake – Non voting advisory member



137   Exclusion of the Public
      The substantive reports referred to under minutes 140 and 141 had been
      designated as exempt until 3rd December (1.00 pm) and 27th November
      respectively. This designation had arisen from embargoes on the documents
      which had substantially been the source of the contents of those reports and
      all information had been published on lifting of those embargoes.

138   Declaration of Interests
      Councillor Wakefield declared a personal interest in the item relating to
      Machinery of Government and 14-19 Commissioning Arrangements (minute
      149) as a schools and college governor.

      Councillor Blake declared a personal interest in the item relating to the Vision
      for Council Leisure Centres (minute 154) as an NHS Leeds Board member.

139   Minutes
      RESOLVED –
      (a)   That the minutes of the meeting held on 5th November 2008 be
            approved.

      (b)    That with reference to minute 122 relating to the Deputation to Council
             regarding sports facilities in the Hyde Park area, a further report be
             brought to the next meeting of the Board.

      ADULT HEALTH AND SOCIAL CARE

140   Independence, Wellbeing and Choice Inspection of Adult Social Services
      Tim Willis, the lead inspector from the Commission for Social Care Inspection,
      attended the meeting and presented the Service Inspection Report following
      the inspection in Leeds which was undertaken in Leeds in July/August 2008.

      The Director of Adult Social Services submitted a report on the outcome of the
      inspection and presented an action plan relating to the 25 recommendations
      contained in the inspection report.



                                                     Draft minutes to be approved at the meeting
                                                   to be held on Wednesday, 14th January, 2009


                                      Page 9
      RESOLVED –
      (a) That the inspection report, the report of the Director and the action plan
          be noted.

      (b)   That updates on progress against the action plan be brought to this
            Board as part of the Annual Performance Assessment reporting in
            December 2009.

      (c)   That the inspection report and associated action plan be referred to the
            Scrutiny Board (Adult Social Care) for their oversight of performance
            against the targets set out in the plan.

141   Annual Performance Assessment (Star Rating) for Adult Social Services
      2007/08
      The Director of Adult Social Services submitted a report on the annual
      assessment of Adult Social Care Services published by the Commission for
      Social Care Inspection on 27th November 2008 and attached to the report of
      the Director. The response to the assessment was integrated into the action
      plan referred to in minute 140 above.

      RESOLVED –
      (a) That the report of the Director and the Performance Review report from
          the Commission be noted.

      (b)   That the Annual Performance Review report be referred to the Scrutiny
            Board (Adult Social Care) for their oversight of performance against the
            targets set in respect of identified areas for improvement.

      CHILDREN'S SERVICES

142   Future Secondary Provision Proposal for South Leeds High School
      Further to minute 43 of the meeting held on 16th July 2008 the Chief Executive
      of Education Leeds submitted a report on proposals to close South Leeds
      High School and to replace it with an Academy to serve the needs of children
      and young people from the Beeston and Holbeck, City and Hunslet and
      Middleton Park wards.

      The Chair referred to correspondence which had been addressed to members
      of the Board in relation to this, and to the proposal referred to in minute 143
      below, and other members confirmed their receipt of the same.

      RESOLVED –
      (a) That the outcome of the consultation, to close South Leeds High
          School on 31st August 2009, conditional upon Department for Children,
          Schools and Families approval to open an academy on that site
          opening on 1st September 2009, be noted.

      (b)   That approval for the publication of a statutory notice to that effect be
            given.


                                                    Draft minutes to be approved at the meeting
                                                  to be held on Wednesday, 14th January, 2009


                                      Page 10
143   Future Secondary Provision Proposal for Intake High School
      Further to minute 220 of the meeting held on 16th April 2008 the Chief
      Executive of Education Leeds submitted a report on proposals to close Intake
      High School Arts College and to replace it with an Academy to serve the
      children and young people from the Bramley and Stanningley ward.

      RESOLVED –
      (a) That the outcome of the consultation, to close Intake High School on
          31st August 2009, conditional upon Department for Children, Schools
          and Families approval to open an academy on that site opening on 1st
          September 2009 be noted.

      (b)    That approval be given for the publication of a statutory notice to that
             effect.

      ADULT HEALTH AND SOCIAL CARE

144   Reprovision of Windlesford Green Hostel for People with Learning
      Disabilities
      Referring to minute 57 of the meeting held on 22nd August 2007 the Director
      of Adult Social Services submitted a report on the proposed change of scope
      for the scheme established to create a new supported living development for
      people with learning disabilities at Windlesford Green.

      The rescoping provided for a smaller development meeting the needs of
      current residents, requiring a less than best disposal of land and resulting in
      land being made available for alternative use.

      RESOLVED – That the changes to the scheme as previously reported be
      noted, that the revised scheme as detailed in the report be approved and that
      the terms of the proposed lease as detailed in the report also be approved.

      NEIGHBOURHOODS AND HOUSING

145   Deputation to Council - Pets in Council Houses
      The Director of Environment and Neighbourhoods submitted a report in
      response to the deputation to Council from Cats Protection on 10th September
      2008.

      RESOLVED – That the report be noted.

146   Home Energy Conservation Act (HECA) (1995) - 12th Progress Report
      The Director of Environment and Neighbourhoods submitted a report on the
      progress made in improving the overall energy efficiency of the Leeds housing
      stock.

      RESOLVED – That the content of the 12th HECA progress report and its
      release to the Government Office for Yorkshire and the Humber be noted.



                                                     Draft minutes to be approved at the meeting
                                                   to be held on Wednesday, 14th January, 2009


                                      Page 11
147   West Yorkshire Energy Efficiency Scheme - Expenditure Discharge and
      Legal Delegation
      The Director of Environment and Neighbourhoods submitted a report on
      proposals that Calderdale Council be appointed as banker for the West
      Yorkshire Regional Energy Efficiency Scheme with responsibility for
      administering the scheme budget for the period April 2008 to March 2011.

      RESOLVED –
      (a) That the West Yorkshire Energy Efficiency Scheme be approved.

      (b)   That the Scheme annual and approximate sub set expenditure be
            approved for discharge.

      (c)   That Calderdale Council continue in the role of banker for the West
            Yorkshire Energy Efficiency Scheme for the period April 2008 to March
            2011 and that the Legal Delegation Form as contained in Appendix 1 to
            the report be approved.

      CHILDREN'S SERVICES

148   Options for changes to primary provision in the Richmond Hill Planning
      Area
      The Chief Executive of Education Leeds submitted a report on the options
      available with regard to primary education provision in the Richmond Hill
      Planning Area.

      The options presented in the report were:

      1.    The expansion of Richmond Hill Primary School linked to a proposal to
            close Mount St Mary’s Primary School.

      2.    Closure of both Richmond Hill and Mount St Mary’s Primary Schools
            and the establishment of a new school.

      3.    Closure of Richmond Hill and Mount St Mary’s Primary Schools and
            the establishment of a joint community and Catholic Provision.

      RESOLVED –
      (a) That formal consultation be undertaken on the linked proposals to:
          • Expand Richmond Hill Primary School by one form of entry with
             new community specialist provision for children with Special
             Education Needs
          • Close Mount St Mary’s Primary School.

      (b)   That a further report be brought to the Board with regard to the land
            ownership position at Mount St Mary’s.




                                                    Draft minutes to be approved at the meeting
                                                  to be held on Wednesday, 14th January, 2009


                                     Page 12
149   Machinery of Government and 14-19 (25 for Learners with Learning
      Difficulties and/or Disabilities) Commissioning Arrangements
      The Chief Executive of Education Leeds submitted a report on the proposed
      local approach to the implementation of the Machinery of Government
      changes to deliver the transfer of responsibilities from the Learning and Skills
      Council to the City Council. The report also referred to the strategic approach
      to the commissioning for 16-19 (25 for learners with learning difficulties and/or
      disabilities) learners in Leeds from September 2009 through which the
      Council will trial the operational response to its new responsibilities.

      RESOLVED –
      (a) That approval be given to the local approach to implementing the
          arrangements for the Council’s response to the Machinery of
          Government changes that will transfer responsibilities from the LSC to
          Leeds City Council as detailed in sections 3.1.2 and 3.1.3 of the report.

      (b)    That the basis for the strategic commissioning arrangements for post
             16 learners in Leeds from September 2009 as detailed in sections
             3.2.2 to 3.2.4 of the report be noted, and that the Director of Children’s
             Services develop detailed arrangements for the commissioning of
             provision and for monitoring and evaluating the impact of these
             activities.

      (c)    That a further report be brought to the Board as early as possible in
             2009 on the proposed strategic commissioning arrangements for post
             16 learners.

             (Councillor Finnigan declared a personal interest in this item as a
             governor of Joseph Priestley College).

150   Building Schools for the Future Phase 2 Priesthorpe Specialist Sports
      College
      The Chief Executive of Education Leeds submitted a report on proposals to
      proceed with the refurbishment of Priesthorpe Specialist Sports College as
      part of Wave 1, Phase 2 of the Building schools for the Future programme.

      RESOLVED –
      (a) That approval be given to the completion and entry into all necessary
          legal documentation for the Design and Build contract for Priesthorpe
          Specialist Sports College.

      (b)    That expenditure of £16,579,338 from the capital programme be
             authorised.

151   Leeds Building Schools for the Future: Follow On Project and
      Expression of Interest
      The Chief Executive of Education Leeds submitted a report on the ‘Follow On’
      project for the Building Schools for the Future programme and on the
      submission of the expression of interest as the basis for transforming the
      remaining schools in BSF.
                                                     Draft minutes to be approved at the meeting
                                                   to be held on Wednesday, 14th January, 2009


                                      Page 13
      RESOLVED –
      (a) That the priorities identified within the Expression of Interest be
          approved as the follow on project in Leeds through additional
          investment in Building Schools for the Future.

      (b)   That further work be undertaken to detail the specific programmes in all
            the remaining geographical areas of Leeds.


152   2008 Audit Commission School Survey
      The Chief Executive of Education Leeds submitted a report summarising the
      results from the Audit Commission’s School Survey for 2008.

      RESOLVED –
      (a) That the findings of the 2008 Audit Commission School Survey as set
          out in Appendix A to the report be noted.

      (b)   That it also be noted that the results of the survey will be used to inform
            children’s services and partners’ service improvement plans.

      LEISURE

153   Long Term Burial Requirements for the City
      The Director of City Development submitted a report on the current position
      with regard to the supply of burial space in Leeds and options for meeting the
      expected demand for burial space for the next 50 years and beyond.

      RESOLVED –
      (a) That the recommended policy to establish a preference for smaller
          locally based cemetery sites combined with the extension, where
          possible, for existing sites be adopted.

      (b)   That officers explore further the potential to extend Farnley and
            Lofthouse cemeteries including consultation with planning officers
            about the inclusion of proposals in the Local Development Framework.

      (c)   That officers look in more detail at the potential to develop small locally
            based cemeteries at Elmete, Priesthorpe Lane, Alwoodley Gates, Tile
            Lane East Moor and Haigh Farm Rothwell and report back to this
            Board on the outcome of this work.

      (d)   That approval be given to the development of a 5 acre Cemetery at
            Whinmoor on the site identified on Plan B attached to the report, and
            that the implementation of this development be delivered as part of a
            larger masterplan for the site involving the decant of the Council’s
            nursery from Redhall.

      (e)   That proposals to deliver a 14 acre cemetery extension at Lawnswood
            be not progressed.
                                                    Draft minutes to be approved at the meeting
                                                  to be held on Wednesday, 14th January, 2009


                                      Page 14
      (f)   That officers liaise with Leeds University to acquire the site of the
            American Football Field either through private treaty or Compulsory
            Purchase to deliver a 3.8 acre extension to Lawnswood Cemetery, that
            officers explore further the potential to deliver a 5 acre cemetery on the
            site of the former Elmete Caravan Park and that officers seek to
            acquire the 2.5 acre site at Horsforth Cemetery either through private
            treaty or Compulsory Purchase Order.

      (g)   That the Capital Programme be amended to reflect schemes at
            Lawnswood £1,750,000 , Elmete Cemetery £743,000, Horsforth
            Cemetery Extension £350,000, Kippax Cemetery Extension £51,000
            and Harehills Cemetery £125,000, releasing £281,000 back to the
            general Capital Programme.

      (h)   That officers liaise further with representatives of the Muslim
            community on the accommodation of Muslim burial needs in the
            Council’s network of smaller cemeteries.

      (i)   That officers carry out consultations with the relevant Ward Members
            and Area Committees regarding these proposals.

154   Vision for Council Leisure Centres
      Further to minute 74 of the meeting held on 2nd September 2008 the Director
      of City Development submitted a report on the outcome of the public
      consultation exercise undertaken in relation to the Council’s draft Vision for
      Leisure Centres.

      RESOLVED –
      (a) That the outcome of the public consultation exercise on the Vision for
          Council Leisure Centres be noted.

      (b)   That officers explore in more detail the proposal to transfer Richmond
            Hill Sports Hall to community management as part of a community
            asset transfer.

      (c)   That Sport England be requested to re-run their Facilities Planning
            Model for swimming pools provision in Leeds and in particular examine
            the implications of the Council’s draft proposals.

      (d)   That officers consider the potential for community management for
            each of the centres most affected by these proposals and report back
            to a future meeting of this Board.

      (e)   That officers further develop capital investment proposals for
            Aireborough, Bramley, Kirkstall, Pudsey, Otley, Rothwell, Scott Hall
            and Wetherby Leisure Centres.




                                                    Draft minutes to be approved at the meeting
                                                  to be held on Wednesday, 14th January, 2009


                                      Page 15
      CENTRAL AND CORPORATE

155   Implications of Introducing a Living City Wage for Leeds
      The Chief Executive submitted a report on the implications of introducing a
      Living City Wage in Leeds following a resolution made by Council at its
      meeting on 9th April 2008.

      RESOLVED – That the report be noted.

156   Business Transformation in Leeds City Council
      (a)  Organisational Programme
           The Assistant Chief Executive (Planning, Policy and Improvement) and
           the Director of Resources submitted a joint report outlining the
           Council’s developing business transformation agenda and setting out
           the reasons behind the development, the high level scope of the
           programme of work required, initial benefits accruing from the work and
           governance arrangements to secure delivery.

            RESOLVED – That the establishment of an organisational wide
            Business Transformation Programme be endorsed in the terms
            outlined on the submitted report.

      (b)   Design and Cost Report for Key Enabling Projects
            The Director of Resources and Assistant Chief Executive (Planning,
            Policy and Improvement) submitted a joint report on proposals for the
            delivery of the first phase of the Business Transformation Programme.

            RESOLVED –
            (a) That approval be given to the release of £7,183,000 (over a five
                year period), to be funded from the Business Transformation
                allocation in the Strategic Development Fund for the first phase
                of the Business Transformation programme.

            (b)    That authority be given to incur expenditure on procuring and
                   implementing the key enabling projects which provide the
                   foundations for delivering the Council’s Business Transformation
                   aspirations.


157   Calling In of Decision Taken on 8th October 2008
      The Chief Democratic Services Officer submitted a report on the outcome of
      the Call In of a decision of the Executive Board on 8th October 2008 regarding
      the Capital Programme Update 2008 –2012

      RESOLVED – That the report be noted.




                                                   Draft minutes to be approved at the meeting
                                                 to be held on Wednesday, 14th January, 2009


                                      Page 16
      DEVELOPMENT AND REGENERATION

158   Deputation to Council - Spenhill Residents' Association regarding the
      Protection of Butcher Hill Playing Fields and Surrounding Land
      The Director of City Development submitted a report in response to the
      deputation to Council from the Spenhill Residents’ Association on 10th
      September 2008.

      RESOLVED – That the report be noted.

159   Leeds Local Development Framework Annual Monitoring Report
      The Director of City Development submitted a report on the City Council’s
      recommendations on the Leeds Local Development Framework for the
      Secretary of State’s consideration.

      An amended page of the submission was circulated at the meeting.

      RESOLVED – That the Annual Monitoring Report be approved for submission
      to the Secretary of State pursuant to Regulation 48 of the Town and Country
      Planning (Local Development) (England) Regulations 2004.

      DATE OF PUBLICATION:              5th December 2008
      LAST DATE FOR CALL IN:            12th December 2008

      (Scrutiny Support will notify Directors of any items Called In by 12.00 noon on
      Monday 15th December 2008).




                                                    Draft minutes to be approved at the meeting
                                                  to be held on Wednesday, 14th January, 2009


                                      Page 17
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              Page 18
                                                                          Agenda Item 8
                                                                  Originators: Marilyn Summers


                                                                  Tel: 39 50786


Report of the Head of Policy, Performance and Improvement

Environment and Neighbourhoods Scrutiny Board

Date: 12th January 2009

Subject: Leeds Strategic Plan Performance Report for Quarter 2 2008/09

 Electoral Wards Affected:                               Specific Implications For:

                                                         Equality and Diversity

                                                         Community Cohesion

                                                         Narrowing the Gap
             Ward Members consulted
             (referred to in report)



Eligible for Call In                              Not Eligible for Call In
                                                  (Details contained in the report)



EXECUTIVE SUMMARY

The purpose of this report is to provide an update on the revised approach to performance reporting
and accountability arrangements for the Leeds Strategic and Council Business Plans and to provide
a performance report by exception (ie red and amber) on the progress against improvement priorities
relevant to the Board at Quarter 2 2008/09.

It outlines how the development of the partnership approach to the Leeds Strategic Plan and the
changes that will result from the implementation of the comprehensive area assessment have
required us to review and revise our council performance management framework and associated
reporting processes. As a result, this has seen a significant change, in particular, the identification of
lead and contributory officers for each improvement priority and the introduction of a reporting
process that will provide a single source of performance information to be used by the full range of
different stakeholders in the accountability process.

An overview of current performance information at the mid-year point is provided although this needs
to be interpreted with some caution given the newness of the reporting process. A more robust and
comprehensive position of performance progress against the Leeds Strategic and Council Business
Plans should be available at the end of year one of implementation. In addition, there is a need to
ensure that year end data is reported by partners and the council in a full and timely fashion so that
any necessary remedial action can be expedited promptly.




                                                Page 19
1.0   Purpose of this Report

1.1   This report provides a strategic overview of performance against those improvement priorities
      within the Leeds Strategic Plan 2008-11, and specifically in relation to Environment and
      Neighbourhoods priorities. In particular the Action Tracker Summary Sheet (appendix 1)
      provides an overall assessment of progress against each of the improvement priorities
      relevant to the Board; a rating of Red, Amber or Green is applied to indicate the status of
      each improvement priority.

1.2   In appendix 2 to this report the Action Trackers are provided on an exception basis for those
      areas of under performance and/or of concern in relation to the improvement priorities for
      Environment and Neighbourhoods, within the Leeds Strategic Plan, as at 30th September
      2008. In addition, performance indicator information is provided for those indicators from the
      198 National Indicator Set which are not included within the Action Trackers provided together
      with any locally agreed indicators where appropriate. Through this the Board will continue to
      receive the full set of performance information.

2.0   Background Information

2.1   Executive Board approved a new corporate planning framework for the council in July 2007.
      The strategic element of this framework includes two high level plans which set the policy
      objectives for the organisation and our partnership working. These are:

             Leeds Strategic Plan 2008 to 2011 - which sets out the customer/citizen (external)
             focused strategic outcomes being sought by the council and its partners for the city.
             This plan includes our requirements to produce a Local Area Agreement and is the
             main delivery mechanism for the Vision for Leeds 2004 to 2020.

             Council Business Plan 2008 to 2011 - which sets out what the council needs to do
             internally to enable the organisation to achieve the Leeds Strategic Plan. That is
             outlining the business development, organisational change, process transformation
             and financial planning activities that we will be undertaking over the next three years.

2.2   Both these plans include a set of outcomes, improvement priorities and aligned performance
      indicators with three year targets. Through our performance reporting and accountability
      arrangements we need to track our progress against the improvement priorities as well as
      against the indicators to provide both a qualitative and quantitative picture of performance.
      This is because the scope of most of the improvement priorities is wider than that of the
      performance indicator and without some form of contextual reporting we would not be able to
      capture or monitor this progress.

3.0   Main Issues

3.1   Comprehensive Area Assessment

      A key aspect of a robust performance management framework is to highlight an
      organisation’s self-awareness. This will be a fundamental part of the CAA process where
      councils will be expected to carry out an annual self evaluation that will be crucial in
      determining the overall CAA judgement of the area and the organisation, having particular
      importance in relation to the Managing Performance KLOE.

      The joint inspectorates’ proposal for consultation, issued in summer 2008, notes that:

      “Councils and their partners, and their representative bodies, are developing approaches to
      self-evaluation. While we are not making it a requirement of CAA, we do expect that each
      area will wish to complete an annual self-evaluation and we will take full account of it and any
      service level self-evaluation. We do not intend to repeat the work carried out already by the
      council or its partners. We will expect that any self-evaluation is based on verifiable
      evidence. The more robust the self-evaluation the more reliance we will be able to place on
      it.
                                              Page 20
      CAA will draw as far as possible on the information used by the council and its
      partners to manage performance and deliver improvements set out in the Local Area
      Agreement and Sustainable Community Strategies. This approach will minimise the
      administrative burden imposed by CAA and will make optimum use of self-evaluation.”

      The self evaluation will enable the partnership to work through and be able to demonstrate
      that it is sufficiently self-aware of key issues and that there are effective plans in place to
      address any concerns. It will demonstrate that the partnership is aware of where there are
      gaps in performance that need to be addressed or where more focused attention is needed to
      ensure that the partnership will deliver its outcomes. It will also highlight where action plans
      are in place to address these issues. This is important in ensuring self awareness and
      preparedness to really deliver on improvements.

      As such, it is important that timely, appropriate and accountable performance information is
      available to the relevant audiences so that problems in relation to performance and/or data
      quality are flagged, the focus of improvement activity can be challenged and that appropriate
      action is being taken and reported to address areas of under performance.

      Within the council Lead Chief Officers have the key role in making this happen through co-
      ordinating the activities of contributors and providing an overview of the progress against the
      improvement priority for which they are accountable. This overview position is described in
      the Action Trackers previously approved by CLT and agreed by Lead Officers, and updated at
      Qtr 2 and Qtr 4 of the performance reporting and accountability process. The Action Trackers
      at Qtr 2 & Qtr 4, therefore, provide a single source of performance information for the full
      range of different stakeholders in the accountability process.

3.2   Role of Scrutiny Board

      A key performance management role of Elected Members is to ensure that delivery of our
      strategic outcomes and improvement priorities within both the Leeds Strategic Plan and
      Council Business Plan is on track. Members need to be made aware of any issues and areas
      of under performance, and be assured that actions are being taken to improve performance,
      that the appropriate level of resources are available and that problems or blockages to
      delivery are identified and addressed. However, it is recognised that the volume of
      information within the Action Trackers produced for each six months could hinder Scrutiny
      Boards in carrying out their role in the accountability process. Therefore the approach from
      Quarter 2 is to provide the Action Trackers by exception, highlighting just those areas that are
      under performing or causing concern ie those traffic lighted amber or red. This is
      supplemented by a performance indicator report that includes all of the performance
      indicators relevant to the Board - except for those that already appear within the action
      trackers themselves.

      The Scrutiny Board role is to challenge the council’s performance to raise standards acting as
      a balance to the Executive Board by examining and questioning the range of actions,
      activities and decisions, and also considering and challenging the work of partnership bodies
      contributing to the delivery of improvement priorities.

3.3   Information Provided

      Therefore within this report the following information is provided:

      Appendix 1 Action Tracker Summary Sheet - this sheet sets out all the improvement
      priorities relevant to the Board and shows the full set of overall progress traffic lights.

      Appendix 2 Action Trackers – this appendix includes the action trackers for the
      improvement priorities that have been given an amber or red rating for overall progress.
      There is a guidance sheet to assist members in interpreting the information provided.


                                              Page 21
      Appendix 3 Performance Indicator Report – this appendix list the Q2 performance
      indicator results for the indicators taken from the green action trackers, along with those from
      the rest of the 198 national indicator set and any locally agreed indicators for which quarterly
      results are available.

4.0   Implications for Council Policy and Governance

4.1   Effective performance management enables senior officers and Elected Members to be
      assured that the council is making adequate progress and provides a mechanism for them to
      challenge performance where appropriate. Effective performance management also forms a
      key element of the organisational assessment proposed under the new Comprehensive Area
      Assessment. The CAA will examine and challenge the robustness and effectiveness of both
      our corporate performance management arrangements and those across the partnership.

5.0   Legal and Resource Implications

5.1   The implementation of these new performance reporting arrangements is achievable within
      current resources across the organisations as they essentially replace an existing similar
      process.

6.0   Conclusions

6.1   The development of the partnership approach of the Leeds Strategic Plan, the introduction of
      a Council Business Plan and the changes resulting from CAA have required us to review and
      revise our council performance management framework and associated reporting processes.
      As a result, this has seen a significant change in identifying lead and contributory officers and
      partners with accountable roles for each improvement priority within the Leeds Strategic Plan
      and Council Business Plan as appropriate. There is a need to fully complete this framework
      and strengthen a culture of accountability within the council and with partner organisations
      through our scrutiny arrangements.

6.2   At Qtr 2 each Lead Chief Officer/partner has completed an Action Tracker against each of the
      improvement priorities, which has significantly increased the amount of performance
      information produced. As such, in order for Elected Members to fulfil their role effectively
      through the scrutiny process, these action trackers are reported by exception; highlighting just
      those areas that are under performing or causing concern. This is supplemented by a
      complete set of performance indicator information to enable members to maintain an
      overview of performance.

6.3   As the lead partner for the Local Area Agreement and Leeds Strategic Plan, it is
      fundamentally important that the council can demonstrate to partners, Government Office and
      through CAA that its has an integrated, robust performance management framework that is fit
      for purpose.

7.0   Recommendation

7.1   That members of Scrutiny Board note the content of the report and comment on any particular
      performance issues of concern.




                                              Page 22
                                          Action Tracker Guidance
Introduction

The ‘Action Trackers’ are prepared on a half yearly basis and are intended to give an organisational ‘snapshot’ view
of the progress against the city’s top level priorities as set out in the Leeds Strategic Plan and Council Business Plan.
They provide a broader range of information and progress than is provided in the performance indicator results alone.
Each improvement priority within the Leeds Strategic Plan and Council Business Plan has been allocated to a Lead
Officer whose role is to provide leadership, co-ordinate the activities of contributing officers/partners and evaluate
the performance information to ensure the delivery of the improvement priority. An action tracker has been
completed for every improvement priority by the Lead Officer who has provided an overall evaluation of progress to
date. Please see below a brief summary of the information that has been provided in each of the sections of the
action tracker template.



Overall Progress Rating       The Lead Officer provides an overall traffic light rating on the progress to date based on all
                              the information provided in the completed action tracker including the results for the aligned
                              performance indicators. The criteria for this traffic light is as follows:


                              Green = Progressing as expected

                              Amber = Minor delays or issues to address

                              Red = Significant delays or issues to address


Overall assessment of         In this section the Lead Officer provides an overall summary analysis of the progress to date -
progress                      taking a view based on all the information provided in the completed action tracker including
                              the results for the aligned performance indicators. This section should provide an
                              explanation for the overall traffic light rating.

Contributory                  This part of the action tracker sets out who else is contributing to the delivery of the
Officers/partners             improvement priority and where relevant these officers/partners also appear in the main body
                              against specific actions/activities.

Performance Indicator         In this section the results for the aligned performance indicators for this improvement priority
Information                   are presented including the target and are traffic lighted both the result itself and for data
                              quality. Brief commentary is also provided to highlight any issues or important information
                              relating to the indicator.

                              NB this only shows the indicators which are directly aligned but additional performance
                              information is presented in appendix 2.

Improvement priority          This is the main body of the action tracker and sets out the key actions/activities which are
progress to date              underway and contribute to the delivery of the overall improvement priority. For each
                              action/activity a set of information is provided that includes any risks or challenges to delivery,
Risk / Challenges
                              the key actions which are due to take place over the next 6 months, who the contributory
Key actions                   officer/partner is and highlights where any other more detailed information can be found.
                              This section could not possibly include all activities and Lead Officers have been asked to
Contributory officer
                              provide a strategic overview through including the main activities only and signposting further
Timescale                     sources of information where relevant.

Other information




                                                       Page 23
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              Page 24
              Appendix 1                                                                                     Environment and Neighbourhoods Action Tracker Summary Document Quarter 2 2008-09


                                                                                                                                     Leeds Strategic Plan
                                                                                        Thriving Places                                                                                                                                Harmonious Communities
     Code                                                                         Improvement Priority                        Accountable             Code Improvement Priority                                                                                                                                   Accountable
                                                                                                                                Director                                                                                                                                                                            Director
     TP-1a   Increase the number of decent homes                                                                             Neil Evans             HM-1a     An increased number of local people engaged in activities to meet community needs and improve the quality of life for local residents              Neil Evans
     TP-1b   Increase the number of affordable homes                                                                         Neil Evans             HM-1b     An increase in the number of local people that are empowered to have a greater voice and influence over local decision making and a greater role   Neil Evans
                                                                                                                                                              in public service delivery
     TP-1c   Reduce the number of homeless people                                                                            Neil Evans             HM-2a     Enable a robust and vibrant voluntary, community and faith sector to facilitate community activity and directly deliver services                   Neil Evans
     TP-1d   Reduce the number of people who are not able to adequately heat their homes                                     Neil Evans             HM-2b     An increased sense of belonging and pride in local neighbourhoods that help build cohesive communities                                             Neil Evans

     TP-2a   Creating safer environment by tackling crime                                                                    Neil Evans

     TP-2b   Reducing and managing offending behaviour                                                                       Neil Evans
     TP-2c   Improving lives by reducing the harm caused by substance misuse                                                 Neil Evans
     TP-3a   Reduce worklessness across the city with a focus on deprived areas                                              Neil Evans


                                                                                     Health and Well Being                                                                                                                                 Environment
     Code Improvement Priority                                                                                                Accountable             Code                                                                          Improvement Priority                                                          Accountable
     HW-3b Increase the number of vulnerable people helped to live at home                                                   Sandie Keene
                                                                                                                                Director            ENV-1a    Increase the amount of waste reused and recycled and reduce the amount of waste going to landfill                                                  Neil Evans
                                                                                                                                                                                                                                                                                                                      Director
                                                                                                                                                    ENV-2a    Address neighbourhood problem sites; improve cleanliness and access to and quality of green spaces                                                 Neil Evans




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                                  Page 26
          Appendix 2                                                                                  Environment and Neighbourhoods Action Tracker Quarter 2 2008-09

Harmonious Communities 2008/09 Quarter 2 Performance Update                                                                                                                                                       Reference                             HM-1a

                                                            Improvement Priority                                                                             Lead Officer                                   Organisation
                                                                                                                                                                                                                                              Overall Progress Rating
An increased number of local people engaged in activities to meet community needs and improve the quality
                                                                                                                                                           Stephen Boyle                                    Leeds C C                                  Amber
of life for local residents

Overall assessment of progress

The VCFS Partnership Group was established by the Leeds Initiative Narrowing the Gap Board. It is a recently established group that will develop and secure a consensus approach to policies, strategies and action enabling the VCFS to contribute to the delivery of the Leeds
Strategic Plan. It is chaired by Sandie Keene, Director of Adult Social Services and its membership is drawn from Council services, NHS Leeds and the VCFS. It has a focus on NI 6, NI7 and NI4. A task group was established in October to take forward the work on Active
Citizenship to contribute to the achievement of NI 6. This work programme will be further developed over the coming quarter. Area Committees are on track to complete their Community Engagement Plans by end of Q3. These will include a focus on community led initiatives
supported by Well Being Funds.



                                                                                                                                                                                                                    Year to Date
     PI Ref                           Definition                                                                            Comments                                                           2008/09 Target                         RAG Rating                Data Quality
                                                                                                                                                                                                                    Performance
NI 110:       Young people's participation in positive activities       To be reported through Children's Services and Children Leeds when available.                                                 N/A             Due to be                             No concerns with data
                                                                                                                                                                                                                     reported in
                                                                                                                                                                                                                   November 2008



NI 6:         Participation in regular volunteering                     Task Group established under the VCFS Partnership Group and the outline work programme is summarised                          N/A             Due to be                              As per Place Survey
                                                                        below. This will contribute to the outcome of this indicator.                                                                                reported in                                Methodology
                                                                                                                                                                                                                    January 2009




                                                                                                                                                                                                Contributory




Page 27
               Improvement priority progress on NI6                                             Risk / Challenges                                             Key Actions                                              Timescale                 Other Information
                                                                                                                                                                                                  Officer
Progress is being driven trough two complementary processes. At a       The challenge of identifying the baseline for this IP is great. Initial Map / baseline existing activity and support and AMs/SW           Q2 2009/10
City wide level the VCFS Partnership Group is providing a lead on       Mapping activity will be indicative rather than comprehensive to identify gaps in provision. Agree work
VCFS contribution to the improvement priority and an Active             limit resource requirement and shape forward work programme programme focus to achieve maximum impact
Citizenship focus. Area Committees will provide support and a lead      There will also be increasing pressure on VCFS delivery capacity
role at Area level in promoting community led action which will         as a result of widespread reductions in funding, including NRF.
contribute to their Area Delivery Plan priorities
There will be a major focus on Community involvement in both            A further challenge in the current downturn may be impacts on   Develop a directory of civic participation           SW                   Q2 2009/10
planning and delivery of programmes in the main regeneration areas      business engagement in volunteering and potentially an increase opportunities, training and support
and other area based schemes                                            in interest in volunteering as an alternative to work


Young People are a key target group. Youth Services have an                                                                                 Support the recruitment and retention of         AMs/SW               Ongoing
extensive programme of opportunities for young people. Targets and                                                                          volunteers
actions will be agreed with them to ensure that reporting includes
young people specifically.
                                                                                                                                            Support sustainable asset transfer and the       AMs/SW               Ongoing
                                                                                                                                            delivery of community benefits



                                                                                                                                            Review the Compact Codes of Practice on          SW                   Q4
                                                                                                                                            Volunteering


                                                                                                                                            Develop links to and support the work of         SW                   Q4
                                                                                                                                            partner's Corporate Social Responsibility
                                                                                                                                            programmes



                                                                                                                                            Initiate one new community project in each       AMs/SW               Q1 2009/10
                                                                                                                                            wedge, focussed on an ADP priority
          Appendix 2                                                                         Environment and Neighbourhoods Action Tracker Quarter 2 2008-09



                             Leeds CC Contributory Officers                        Leeds CC Directorate                             Contributing Organisations            Contributory Officer


             Martin Farrington                                City Development                                           Museums Libraries Archives Yorkshire    Jason Doherty



             Catherine Blanshard                              City Development                                           VCFS                                    Ann Pemberton/Jeanette Morris Boam



             Andrew Mason                                     Environment & Neighbourhoods                               Arts Council                            Pete Massey



             Paul Langford                                    Environment & Neighbourhoods



             Simon Whitehead                                  Environment & Neighbourhoods



             John England                                     Adult Social Care                                          Sport England                           Julie Hannan



             Chris Edwards                                    Education Leeds




Page 28
          Appendix 2                                                                                                              Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



          Harmonious Communities 2008/09 Quarter 2 Performance Update                                                                                                                                                                                                   Reference                            HM-1b

                                                                                 Improvement Priority                                                                                                      Lead Officer                                         Organisation
                                                                                                                                                                                                                                                                                                Overall Progress Rating

          An increase in the number of local people that are empowered to have a greater voice and influence over local decision making
                                                                                                                                                                                                        Stephen Boyle                                            Leeds C C                               Amber
          and a greater role in public service delivery

          Overall assessment of progress

          Work has been undertaken with Government Office to develop a NI 4 Assessment Framework to aide the review of progress towards achieving these targets and preparing for CAA assessments. The initial assessment shows that the Council has, or is developing the appropriate policy frameworks; there are
          examples of good practice in almost every area examined but the extent to which these are tracked and measured is variable. Developed further, this framework would provides the Council with an opportunity to self assess its progress on NI 4 and develop the portfolio of appropriate evidence to prepare for the
          LAA mid-term and annual review and Comprehensive Area Assessment.




                                                                                                                                                                                                                                                                         Year to Date
            PI Ref                                     Definition                                                                                                     Comments                                                                       a 2008/09 Target                      RAG Rating             Data Quality
                                                                                                                                                                                                                                                                         Performance
                                                                                                                                                                                                                                                     s
          NI 4       Percentage of people who feel they can influence decision making in their                                                                                                                                                              N/A            Due to be                           As per Place Survey
                     locality                                                                                                                                                                                                                        a                    reported in                             Methodology
                                                                                                                                                                                                                                                     s                   January 2009
                                                                                                                                                                                                                                                     e




                                                                                                                                                                                                                                                        Contributory
                                      Improvement priority progress                                                              Risk / Challenges                                                          Key Actions                                                   Timescale                Other Information
                                                                                                                                                                                                                                                          Officer
          NI 4 Assessment Framework includes the following questions:                                LAA review and Comprehensive Area Assessment now requires local              Develop assessment framework with GOYH. Undertake initial                All Cos        Q2 2009/10
          Does the Council and its partners know and engage with all communities including the       authorities to demonstrate effective engagement with communities and         assessment and collate evidence portfolio. Identify gaps and                             ongoing
          vulnerable, disadvantaged and marginalised groups?                                         that local opinion has helped to shape improvement priorities, policies,     develop action plan. Planned council-wide audit of
          Have communities been engaged effectively in developing the outcomes for their area,       strategies and outcomes in the area.                                         engagement and communication resources and structures in
          and in assessing whether they have been delivered?                                                                                                                      early 09/10.
          Are local people provided with opportunities to have their say and get involved in                                                                                      Talking Point (a consultation calendar, database and e-portal)
          activities over and above being informed and consulted?                                                                                                                 is being rolled out to aid information sharing and coordination




Page 29
          How effective are local authorities and their partners in co-ordinating their engagement                                                                                within the Council and across partners
          activity and communicating its impact on their decisions? How far is the local authority
          making increased efforts to revitalise local democracy?




          Participatory Budgeting - 2 pilots have been successfully delivered, in South and West     Reputation - The Council has been identified as a pilot authority in a       Disseminate learning from pilots undertaken in South and             Area Managers           Q4
          Leeds. Area Managers are leading on the roll out of the approach through Area              national programme to support the roll out of the approach across            West Leeds and identify opportunities to roll out of
          Committee and Partnership routes, including the use of Well Being Funds. A joint           England                                                                      Participatory Budgeting opportunities in areas and across
          initiative with the Police is being developed in Middleton                                                                                                              wider range of activity by Area Management.



          Community engagement plans of Area Committees. The Area Committees now have                There have been some creative approaches to engage residents and the         Work is ongoing to establish the Area Committee Community            Area Managers           Q4
          strengthened roles around engagement, including responsibilities to produce                VCFS in the development of the Area Delivery Plans, but community            Engagement plans and calendar of events. This will provide
          Engagement Plans and Annual Engagement Reports, which will provide an overview of          engagement in the development of plans and setting of local targets and      an overview of activities led and delivered by the Committees
          all partners engagement activities in their area.                                          priorities could be strengthened to achieve consistency of opportunity for   and partners. It will enable further consideration of what
                                                                                                     engagement across the areas and to ensure that the plans are                 opportunities exist for improving coordination at the area level
                                                                                                     appropriately challenged.                                                    and what role Area Management Teams should have in
                                                                                                                                                                                  supporting and co-ordinating the delivery of this.

          Support for Elected Members to take on Place Shaping and Community Champion                To be identified – the role of members in Area Committees /                  Member engagement in area based partnership working to be             Stephen Boyle          Q4
          roles                                                                                      Neighbourhood Management / participatory budgeting, member                   agreed and nominations confirmed for all Area Committees.
                                                                                                     workshops and development programmes to support leadership roles in          Regeneration Programme briefing to be included in corporate
                                                                                                     communities / thematic partnerships                                          members' development programme. Report to Area Cttees on
                                                                                                                                                                                  Communities in Control White Paper.
          Appendix 2                                                                                                          Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



                                                                                                                                                                                                                                                Contributory
                                         Improvement priority progress                                                       Risk / Challenges                                                          Key Actions                                                      Timescale   Other Information
                                                                                                                                                                                                                                                  Officer
          Community Asset Transfer - Leeds is a pilot Asset management Transfer Authority.        Expectation created with local organisations by Government policy          Policy framework and assessment toolkit in development to         Head of Asset            Q3 2009/10
          Asset Management have produced initial guidance and criteria to assist the evaluation   announcements will need to be addressed. Lack of a coherent policy        support the transfer of Council assets to the community.         Management, Head
          of asset transfer requests. One asset has been transferred and 3 others are in the      framework has the potential to lead to inconsistent decision making and                                                                      of Policy and
          pipeline. Further work is needed to develop a full Policy Framework with the            challenge.                                                                                                                                    Resources
          involvement of VCFS.


          Regeneration activity presents both a challenge and an opportunity for significant      The Housing Market downturn will have a the effect of slowing down the    5 neighbourhood Masterplans will be produced in partnership     Head of East              Plan 1 - Q4
          involvement in plans and choices for major change in neighbourhoods. The proposed       Neighbourhood Planning process. There may also be a risk of increased     with local residents and stakeholders over a 3-4 year period.   Regeneration
          Neighbourhood Planning Programme for the EASEL Regeneration Scheme will give            pessimism about the ability to deliver real improvements through the      Engagement support to ensure that involvement is as
          residents and stakeholders a major influence over how the regeneration process will     regeneration process which might deter resident engagement                inclusive as possible will be provided by VCFS partners. The
          work.                                                                                                                                                             first plan for Seacroft will begin in 2009




                                              Leeds CC Contributory Officers                                                Leeds CC Directorate                                                 Contributing Organisations                           Contributory Officer


                     Sally Threlfall                                                              Children's Services                                                       West Yorkshire Police                                           Mark Milson



                     Andrew Mason                                                                 Environment & Neighbourhoods                                              VCFS                                                            Richard Norton/Richard Robson



                     Paul Langford                                                                Environment & Neighbourhoods                                              Police Authority                                                Fraiser Samson



                     Simon Whitehead                                                              Environment & Neighbourhoods                                              West Yorkshire Fire & Rescue                                    Mick Smith



                     Martin Farrington                                                            City Development                                                          Primary Care Trust                                              Christine Outram/Ian Cameron




Page 30
                     Steve Speak                                                                  City Development                                                          Leeds Partnership Foundation Trust                              Chris Butler/Mike Doyle



                     Catherine Blanshard                                                          City Development



                     Paul Brook                                                                   City Development



                     Phil Crabtree                                                                City Development



                     John England                                                                 Adult Social Services



                     Chief Officer, Children and Young People's Social Care                       Children's Services
          Appendix 2                                                                                                        Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



          Harmonious Communities 2008/09 Quarter 2 Performance Update                                                                                                                                                                   Reference                                                HM-2a

                                                  Improvement Priority                                                                     Lead Officer                                                           Organisation
                                                                                                                                                                                                                                                                           Overall Progress Rating
          Enable a robust and vibrant voluntary, community and faith sector to facilitate
                                                                                                                                         Stephen Boyle                                                             Leeds C C                                                        Amber
          community activity and directly deliver services

          Overall assessment of progress

          The VCFS Partnership Group was established by the Leeds Initiative Narrowing the Gap Board. It is a recently established group that will develop and secure a consensus approach to policies, strategies and action enabling the VCFS to contribute to the delivery of the Leeds Strategic Plan. It is chaired
          by Sandie Keene, Director of Adult Social Services and its membership is drawn from Council services, NHS Leeds and the VCFS. It has a focus on NI 6, NI7 and NI4. The task group will meet in October to take forward the work on Resourcing to contribute to the achievement of NI 7. This work
          programme will be further developed over the coming quarter.




                                                                                                                                                                                                                                         Year to Date
            PI Ref                           Definition                                                                     Comments                                                            Baseline               2008/09 Target                                RAG Rating                       Data Quality
                                                                                                                                                                                                                                         Performance
          NI 7        Environment for a thriving third sector                                                                                                                         To be set by Office of the   Increase of 4.1                                      Amber
                                                                                                                                                                                     Third Sector Survey -Autumn percentage points
                                                                                                                                                                                                 2008              on baseline by
                                                                                                                                                                                                                       2010/11
                                                                                                                                                                                                                    (measured by
                                                                                                                                                                                                                 second OTS survey
                                                                                                                                                                                                                  in Autumn 2010)




                                                                                                                                                                                                                        Contributory
                           Improvement priority progress                                                Risk / Challenges                                                    Key Actions                                                     Timescale                        Other Information
                                                                                                                                                                                                                          Officer
          The VCFS Partnership Group will be a key focus of this IP. The         The main challenge is the scale and complexity of the sector in   Establish a shared understanding of commissioning                 S Wynne            Q2 2009/10
          key actions for this year will be to increase capacity both in terms   the city                                                          frameworks and approaches employed by partners including
          of skills and resources; to improve communications at all levels;                                                                        the use of terminology relating to contracts, grants and




Page 31
          and to develop more effective collaboration between the statutory                                                                        service level agreements.
          and VCF sectors


                                                                                                                                                   Identify what / how support can be delivered to increase the      Area Managers      Q4
                                                                                                                                                   capacity of the sector to respond to commissioning                S Wynne
                                                                                                                                                   opportunities




                                                                                                                                                   Identify new resourcing opportunities to support VCFS activity Area Managers         ongoing
                                                                                                                                                   to deliver active citizenship / community empowerment and S Wynne
                                                                                                                                                   public services to communities




                                                                                                                                                   Identify opportunities for support other than financial e.g. joint Area Managers     ongoing
                                                                                                                                                   working                                                            S Wynne




                                                                                                                                                   Review the effectiveness of the Resources Code of Conduct         Area Managers      Q4
                                                                                                                                                   in the Compact in light of changes in the environment /           S Wynne
                                                                                                                                                   infrastructure
          Appendix 2                                                                                           Environment and Neighbourhoods Action Trackers Quarter 2 2008-09




                                     Leeds CC Contributory Officers         Leeds CC Directorate                         Contributing Organisations                                 Contributory Officer



                   Sally Threlfall                                    Children's Services            West Yorkshire Police                                Mark Milson



                   Andrew Mason                                       Environment & Neighbourhoods   VCFS                                                 Richard Norton/Richard Robson



                   Paul Langford                                      Environment & Neighbourhoods   Leeds Partnership Foundation Trust                   Chris Butler/Mike Doyle



                   Simon Whitehead                                    Environment & Neighbourhoods



                   Steve Speak                                        City Development



                   Paul Brook                                         City Development



                   Catherine Blanshard                                City Development



                   Martin Farrington                                  City Development



                   Wayne Baxter                                       Resources




Page 32
                   Dennis Holmes                                      Adult Social Care
          Appendix 2                                                                                                            Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



          Harmonious Communities 2008/09 Quarter 2 Performance Update                                                                                                                                                                         Reference                                        HM-2b

                                                   Improvement Priority                                                                         Lead Officer                                                             Organisation
                                                                                                                                                                                                                                                                     Overall Progress Rating
          AN increased sense of belonging and pride in local neighbourhoods that help build
                                                                                                                                             Stephen Boyle                                                                Leeds C C                                           Amber
          cohesive communities

          Overall assessment of progress

          The baseline will be established by the Place Survey in January 2009. Progress will be monitored through the Annual Survey from Autumn 2009. Executive Board approved the Cohesion and Integration Priorities and Delivery Plan 2008-11on 8 October 2008. A programme of pilot activity is also being
          established in target neighbourhoods to strengthen communities and promote inclusion. The programme will test and assess the extent to the prevailing culture and perceptions in neighbourhoods can be changed. The work to strengthen and support communities and neighbourhoods will be informed by
          an improved understanding and intelligence about their make up and concerns. Significant progress has been made on developing the Leeds response to the Prevent strategy to tackle extremism.




                                                                                                                                                                                                                                               Year to Date
                 PI Ref                           Definition                                                                    Comments                                                             Baseline                2008/09 Target                       RAG Rating                    Data Quality
                                                                                                                                                                                                                                               Performance
          NI 1              Percentage of people who believe people from                                                                                                                   Baseline and targets to be             N/A            Due to be                                      As per Place
                            different backgrounds get on well together in their                                                                                                            taken from the 2008 Place                            reported in                                       Survey
                            local area                                                                                                                                                    Survey. This information will                        January 2009                                     Methodology
                                                                                                                                                                                           be available from January
                                                                                                                                                                                                     2009.




                                                                                                                                                                                                                              Contributory
                             Improvement priority progress                                                 Risk / Challenges                                                     Key Actions                                                    Timescale               Other Information
                                                                                                                                                                                                                                Officer
          Cohesion and Integration Delivery Plan approved by Executive Board        Need to improve policy objectives and interventions to support     Clarify policy objectives re integration and inclusion and identify         LY              Q3
          in October 08                                                             integration and inclusion.                                         the key policy areas and interventions that promote /mitigate
                                                                                                                                                       against a sense of belonging and enable the development of
                                                                                                                                                       inclusive and cohesive communities - implications and actions
                                                                                                                                                       required.




Page 33
          Tension tracking Improvement Plan delivered in Halton Moor. Further       Increased levels of hate crime and anti-social behaviour targeted • Implement improved tensions tracking systems                              SW               Q3
          pilots areas to be identified and delivered through Divisional Crime      at individuals and groups within neighbourhoods. Increasing       • Monitor and evaluate responses
          Reduction Partnerships                                                    number of neighbourhoods where people choose not to live.         • Develop preventative strategies in pilot areas to be identified




          Preventing violent extremism Pilot evaluation completed and               Increased levels of extremist views and behaviour targeted         • Develop an action plan to target activity /resources informed             SB              Q3
          disseminated. Draft Action Plan developed and decision making and         towards individuals or groups within communities undermining       by police intelligence
          reporting infrastructure developed                                        the safety of all.                                                 • Establish infrastructure to support implementation of plan at
                                                                                                                                                       City and local level
                                                                                                                                                       • Commission new activity and monitor implementation


          Migrant Families Report to Scrutiny Board and draft action plan           Unsupported migrant families not being appropriately supported     • Quantifying and understanding the needs and service impacts             SB / PL           Q3
          produced                                                                  or able to access services. Individuals become targets of hate     of new and changing communities’ e.g. A8 and A10 economic
                                                                                    crime and anti-social behaviour. Unplanned for pressures on        migrants, refugees and asylum seekers to input to strategic
                                                                                    public services. Tensions within communities often fuelled by      needs analysis, inform service planning and input to regional
                                                                                    myths and misinformation.                                          and national policy forums


          Cohesion and Integration Pilot Programme Pilot areas identified and       Increasing number of communities/ neighbourhoods which lack Identification of contrasting neighbourhoods and development                       SB            ongoing
          programme outputs and outcomes broadly defined. Activities and            social mobility, become inward looking and become intolerant to of relevant initiatives to improve and sustain community
          interventions to be detailed.                                             change and difference                                           cohesion



          Area profiling to improve understanding of communities and                Lack of evidence base to inform resource allocations, shape and Tracking and understanding changes in the quality of life of                 SB / JE           Q4
          neighbourhoods Concept model supported by CLT. Task Group                 scale of interventions required. Reactive rather than planned   local communities by developing and systematically updating
          established to develop model further. Profiling included in Information   work.                                                           community profiles and a neighbourhood index. Build
          and Knowledge Management Forward Programme to be submitted to                                                                             infrastructure / capacity and a corporate data repository to
          Executive Board in November 08. Technical specification to be                                                                             support the Area profiling capability and Joint Strategic Needs
          developed and agreed by January.                                                                                                          Assessment data requirements.
          Appendix 2                                                                                           Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



                                    Leeds CC Contributory Officers        Leeds CC Directorate                           Contributing Organisations                               Contributory Officer


                       Andrew Mason                                  Environment & Neighbourhoods   West Yorkshire Police                                Mark Milson



                       Paul Langford                                 Environment & Neighbourhoods   VCFS                                                 Richard Norton/Richard Robson



                       Simon Whitehead                               Environment & Neighbourhoods   Primary Care Trust                                   Christine Outram/Ian Cameron



                       Martin Farrington                             City Development               Leeds Colleges                                       Carolyn Wright



                       Steve Speak                                   City Development               Natural England                                      David Rees



                       Catherine Blanshard                           City Development



                       Paul Brook                                    City Development



                       John England                                  Adult Social Services




Page 34
          Appendix 2                                                                                                 Environment and Neighbourhoods Action Trackers Quarter 2 2008-09


          Health and Wellbeing 2008/09 Quarter 2 Performance Update                                                                                                                                                                           Reference                         HW-3b

                                               Improvement Priority                                                                          Lead Officer                                                             Organisation
                                                                                                                                                                                                                                                                     Overall Progress Rating
                                                                                                                                          John Lennon
          Increase the number of vulnerable people helped to live at home                                                                                                                                         Leeds City Council                                          Amber
                                                                                                                                        (Paul Broughton)

          Overall assessment of progress




          Improvements in enablement services, day services modernisation and assistive technology, whilst not fully implemented, will combine to deliver opportunities and support for more people to live at home.



                                                                                                                                                                                                                                               Year to Date
               PI Ref                        Definition                                                                    Comments                                                                 Baseline                   Target                            RAG Rating           Data Quality
                                                                                                                                                                                                                                               Performance
               NI 136       People supported to live independently                                                                                                                                New indicator            To be determined   Annual reporting                        Not completed
                            through social services (all adults)


               NI 139       The extent to which older people receive the                                                                                                                    Baseline and targets to be           N/A             Due to be                        As per Place survey
                            support they need to live independently at                                                                                                                      taken from the 2008 Place                           reported in
                            home                                                                                                                                                           Survey. This information will                       January 2009
                                                                                                                                                                                            be available from January
                                                                                                                                                                                                      2009.
               NI 141       Percentage of vulnerable people achieving                                                                                                                               58.61%                      66%               70.91%           72.7%         No concerns with data
                                                                            Quarter 2 monitoring returns were due to be submitted by 20th October. At today's date (22nd
                            independent living                                                                                                                                                    (Q2 2007/08)
                                                                            October), a small number of returns are still to be received and are being pursued. The awaited
                                                                            submissions are from small services which will not significantly skew the final figure. Final figure will be
                                                                            provided shortly. Performance is slightly down on quarter 1 but significantly above both 07/08 figures
                                                                            and the 08/09 target.




Page 35
                                                                                                                                                                                                                            Contributory
                         Improvement priority progress                                                Risk / Challenges                                                        Key Actions                                                      Timescale              Other Information
                                                                                                                                                                                                                              Officer
          Direct Payments and Individualised Budgets - project plan in      Improve level of understanding of the process by both service           Increase the take up of Direct Payment on a year to year basis.          John Lennon      01/11/2009 - go
          place with milestones attached and Financial risks scoped for     users, carers and by staff. There are financial risks associated with   Preparatory work starting now so that by 2011 start to deliver                               live for new
          Q4 and 09/10. Started the Self-Directed support programme         this which are picked up on in the Project Plans for Self Directed      significant numbers of people in receipt of individual budgets. By                         applicants for
          which has 13 projects in place. Work with the early               Support and Direct Payments                                             Autumn 09 go live so new applicants are offered Individualised                             individualised
          implementers on Individualised Budgets has been successful                                                                                Budgets and existing services users will be offered them at                                     budgets
          across all 4 RAS areas and we expect to start the pilots in Feb                                                                           review stage
          09

          Assistive Technology: telehealth and telecare - project plan New and innovative working practices need to be in place for this            Interactive services need to be explored such as telehealth,             John Lennon          Mar-11
          approved, recruitment of the team started, resources identified technology to benefit people, Staff skills need to be appropriate,        broadband/interactive access and telecare in order to see if
                                                                          Resistance to change and use new technology by customers                  these technologies meet our requirements. Once the team is in
                                                                                                                                                    place they will need to work on and implement the project
          Appendix 2                                                                                               Environment and Neighbourhoods Action Trackers Quarter 2 2008-09


                                                                                                                                                                                                                          Contributory
                         Improvement priority progress                                                Risk / Challenges                                                     Key Actions                                                   Timescale                  Other Information
                                                                                                                                                                                                                            Officer
          Transformation of Day and Accommodation Services - pilot            Social Landlords fail to come forward to meet demand, economic       Phase 2 of the Transformation to commence in January 2009,             Lynda Bowen     Phase 2 to
          work being undertaken in the West, South and inner East which       climate, Wider understanding and engagement in the process from      Ensure a systematic home closure strategy is implemented                              commence in
          is developing the service model in more operational detail. The     key stakeholders, Consumer resistance to change, Speed of            which offers alternatives to service users offering them more                         January 2009
          South Pilot has developed the enablement service which              change with vulnerable clients                                       choices.
          started in September. In West North West pilot there has been                                                                            Continue to support Hemmingway Housing scheme.
          the development of an enablement service at Radcliffe Lane                                                                               Consult over locality planning in January and February 2009.
          with over 70 service users benefiting from it. Nearly 2/3rds of                                                                          New service model will be rolled out city wide in 2009.
          service users have responded to the approach making
          significant progress in relation to the outcomes which have
          been agreed with them as the focus of their individual
          programme. Improvements have been made in mobility,
          management of personal care, confidence and social alertness
          and interaction. Work has started to foster closer links with key
          PCT staff around the management of long term conditions.


          An outreach service has been established in the West North
          West pilot alongside building based services. In the East pilot
          an enablement service has been established for this area.
          Dedicated days for a dementia service have been created and a
          specialist service for physical frailty and long term conditions
          has been developed.

          St Anne's supported housing and supported living services                                                                                                                                                                                     This information was provided by VCF
          have had their contracts extended and are developing a
          "floating" support service for Leeds. Canopy Housing provide
          support and training to integrate their tenants into local
          community.




                                    Leeds CC Contributory Officers                  Leeds CC Directorate                           Contributing Organisations                                                    Contributory Officer




Page 36
                                                                              Adult Social Care
                            Dennis Holmes                                                                     Primary Care Trust                                                    Christine Outram/Ian Cameron


                            Paul Langford                                     Environments & Neighbourhoods   Leeds Partnership Foundation Trust                                    Chris Butler/Mike Doyle


                            Andrew Mason                                      Environments & Neighbourhoods   Leeds Colleges                                                        Carolyn Wright


                            John Lennon                                       Adult Social Care               Re'new                                                                Steve Williamson
                                                                                                                                                                                    Eddie Mack/Jenaette Morris
                            Catherine Blanshard                               City Development                VCFS                                                                  Boam




                            Paul Broughton                                    Adult Social Care               West Yorkshire Fire & Rescue Service                                  Mick Smith




                            Chief Officer Support & Enablement                Adult Social Care               Job Centre Plus                                                       Ian Hunter




                            Julie Meakin                                      Resources                       Leeds Teaching Hospital Trust                                         Maggie Boyle




                            John England                                      Adult Social Services

                            Stephen Boyle                                     Environments & Neighbourhoods
          Appendix 2                                                                                                          Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



          Thriving Places 2008/09 Quarter 2 Performance Update                                                                                                                                                                                         Reference                                    TP-1b

                                                   Improvement Priority                                                                               Lead Officer                                                          Organisation
                                                                                                                                                                                                                                                                                 Overall Progress Rating

          Increase the number of affordable homes                                                                                                Paul Langford                                                                 Leeds C                                                      Red


          Overall assessment of progress

          The current delivery through the Leeds Affordable Housing Strategic Partnership is progressing in terms of developing the Phase 1 schemes and the Northern Affordable Housing Challenge following the award of Housing Corporation funding. Work is also being undertaken on the second phase of
          sites to maximise grant from the Homes and Community Agency.This involves ALMO'S and a range of partners. Work is also being undertaken with developers to look at developing models to purchase / lease city centre and surrounding developments utilising a combination of private and public
          sector funding. However, the current national and global situation is affecting overall delivery especially within the private sector, which will have an impact on LAA and RSS targets which will need to be re-negotiated with partners and government. A formal renegotiation of the LAA targets is currently
          underway in conjunction with the GOYH with formal submissions to be made by the 12th December 2008.



                                                                                                                                                                                                                                                        Year to Date
               PI Ref                             Definition                                                                       Comments                                                             Baseline                 2008/09 Target                             RAG Rating                   Data Quality
                                                                                                                                                                                                                                                        Performance
          NI 154            Net additional homes provided                            Good performance is typified by an increase in numbers of net additional homes (DCLG view) .                         3,327                 At least 3,400 after      Annually             Amber                No concerns with data
                                                                                     Good performance is measured by strong output in relation to RSS requirements and past trends                      (2006/07)                      year 1             Reported
                                                                                     (service view). Current indications are that around half of the target figure will be achieved due to
                                                                                     the economic downturn.



          NI 155            Number of affordable homes delivered (gross)             These are units of affordable housing that are delivered through either the planning process,                         258                          300               Annually             Amber
                                                                                     Housing Corporation National Affordable Housing Programme or any other initiatives including the                   (2006/07)                                         Reported
                                                                                     English Partnerships , First Time Buyers Initiatives. The current housing market conditions will
                                                                                     place pressures on the ability to deliver affordable housing. To date the grant funded element is               440 (2007/08)
                                                                                     on track to deliver (160 units). Units delivered through Planning policy are a little more difficult to
                                                                                     predict. However at this stage there are approximately 30 units in the pipeline (a lot of units we
                                                                                     were expecting are now part of larger schemes which have been mothballed). We are actively
                                                                                     pursuing additional grant to purchase existing units from developers who are experiencing
                                                                                     difficulties in selling properties in the hope of achieving the overall target of 300 units.




Page 37
                                                                                                                                                                                                                                  Contributory
                             Improvement priority progress                                                   Risk / Challenges                                                       Key Actions                                                         Timescale                   Other Information
                                                                                                                                                                                                                                    Officer
            The Leeds Affordable Housing Strategic Partnership is tasked with    Ensuring all sites are cleared and funding is available for                Work closely with ALMOs in terms of decanting and demolition.         Paul Langford           Mar-09
          the delivery of affordable housing. The land available has been split  demolition and clearance by the ALMOs. Securing grant from the             Enhance relationship with Homes and Communities Agency in               ALMOs
          into two phases. The First phase has attracted over £47,000,000 public Homes and Communities agency.                                              order to secure grant funding. Submit Design and Cost report
          and private sector investment. The implementation of the Phase 2 is                                                                               for injection of capital funding. Submit bids for funding in
          currently in development and progress reports are considered on a                                                                                 accordance with timescales prescribed.
          regular basis by the Board.

           The Housing Delivery and Governance Team have direct links to the         Use of Homes and Communities Agency funding to assist with             Attend relevant meetings and provide advice and guidance in           Paul Langford           Mar-09
          Regeneration Service to provide advice, guidance and support in            development of schemes. Create additional affordable housing           respect of developing additionally to the schemes. Working in
          relation to EASEL and PFI Schemes to ensure delivery of Affordable         options for those people who have lost their homes. Risks of           conjunction with City Office, ALMO'S, Development
          Housing and to assist with any additional funding opportunities through    delays in PFI and other initiatives will cause delay in production     Department, EASEL Regeneration Team and the PPPU to
          the Homes and Community Agency.                                            of affordable housing units.                                           deliver outputs and outcomes..


           Implementation of the SPD - Affordable Housing - Consultation Stage       Delays in the introduction of the SPD affordable housing will          Work closely with Planning to ensure that the SPD is                   Steve Speak             Jan-09
          with the- Final Adoption February 2009 has been developed by the           have effect of reducing the numbers of affordable housing units        introduced on time. Tracking housing market conditions and
          Director of Development with the support of the Chief Housing              delivered. Slow down in general housing market and reduction           responding to the improvement in the market.
          Services Officer as part of the suite of documents that will support the   in capacity of house builders will reduce the numbers of
          Local Development Framework                                                affordable units delivered


          Outcome of the Strategic Housing Land Availability Assessment and          Insufficient land identified to meet regional spatial strategy         Influencing the assumptions on land release as part of the local       Steve Speak            Mar-09
          the future release of land for development to be completed March           targets and those set out in the local area agreement.                 development framework process.
          2009. This is a task that has been placed upon Local Government as
          part of the Housing and Regeneration Act 2008. This process will
          inform land release for development use over the coming years and
          will lead to structured investment planning.
          Appendix 2                                                                                                          Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



                                                                                                                                                                                                                                Contributory
                             Improvement priority progress                                                    Risk / Challenges                                                    Key Actions                                                  Timescale   Other Information
                                                                                                                                                                                                                                  Officer
          Maximising Grant from the emerging Homes and Community Agency Alignment of the Strategic priorities of the Homes and                           High level meetings between Environment and Neighbourhoods             Paul Langford    Mar-09
          to increase provision of affordable housing on Council and non -       Communities Agency with that of the Authority.                          and the Homes and Community Agency to agree strategic
          Council land is the responsibility of the Leeds Affordable Housing                                                                             priorities and method of approach to future investment.
          Strategic Partnership to deliver on Council owned site sand to monitor
          in relation to the delivery of affordable housing through the planning
          process.

          The current economic conditions have led top developers mothballing         Discussions are underway with developers and consultants to        High Level meetings between the Housing Delivery and                   Paul Langford   Ongoing
          a number of schemes within the City Centre in particular and                look at ways of minimising the impact of blocks of empty           Development Team, Housing Finance and organisations such
          surrounding areas. This will have a longer term effect on the delivery of   properties by entering into sale/ lease arrangements with          as Savills, Morgans City Living and Developers such as Kiers.
          housing numbers and the levels of affordable housing.                       Housing Associations drawing upon their resources and that of
                                                                                      the Homes and Communities Agency


          The Golden Triangle Partnership have been working since February            The scheme is now in the final stage of development and has        A national Mortgage Rescue Scheme is being developed by                Paul Langford    Mar-09
          2008 to develop a Mortgage Rescue Scheme that moves on from the             received the necessary approvals form the Partnership Board        CLG which will be informed by the work currently being
          success of the local Home Buy Plus Scheme.                                  and the respective local authorities ( Harrogate, Leeds and        undertaken by the Golden Triangle Partnership which will
                                                                                      York). The Procurement of the scheme is to commence in early       hopefully receive national recognition as an inspirational pilot.
                                                                                      December 2008.


          Working is underway to develop schemes relating to the second phase         Master planning in relation to the Middleton and Beckhills sites   Ongoing meetings and master planning sessions are reported             Paul Langford    Mar-09
          of land within the Affordable Housing Strategic Partnership that            are underway working in conjunction with ALMO'S, Area              on a regular basis to the Affordable Housing Strategic
          includes areas within the Middleton and Beckhills together a range of       Management , Development Department , Urban Design,                Partnership
          smaller sites across the City. Further land is being identified that will   Highways and local tenants and residents to develop schemes
          contribute to overall delivery of affordable housing that forms part of     that contribute to the wider regeneration of the area,
          the Corporate Asset Management portfolio.

          In view of the economic situation steps are being taken to review the       Failure to agree realistic targets                                 Negotiations with government office.                                   Paul Langford    Dec-08
          targets with government office.




Page 38
                                         Leeds CC Contributory Officers                     Leeds CC Directorate                           Contributing Organisations                                                  Contributory Officer



                            Stephen Boyle                                             Environment and Neighbourhoods Leeds Housing Partnership                                             Steve Williamson



                            Steve Speak                                               City Development



                            Phil Crabtree                                             City Development



                            Paul Brook                                                City Development
          Appendix 2                                                                                                                Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



          Thriving Places 2008/09 Quarter 2 Performance Update                                                                                                                                                                                Reference                                        TP-1c

                                                   Improvement Priority                                                                        Lead Officer                                                             Organisation
                                                                                                                                                                                                                                                                       Overall Progress Rating

          Reduce the number of homeless people                                                                                              Paul Langford                                                               Leeds C C                                               Amber


          Overall assessment of progress

          The government has placed an obligation on all housing authorities to develop a Homelessness Strategy setting out the Council's plans to tackle the incidence of homelessness in the city. The overarching aim of the Leeds Homelessness Strategy 2006-2010 is to reduce the incidence of homelessness in
          the city, by maximising homeless prevention opportunities. Homeless services in the city are delivered by a wide variety of organisations and the Council is both a provider and commissioner of homeless services. A key target relating to reducing homelessness is LKIHAS4: Number of homeless
          acceptances made. This indicator is linked to the provision of a range of homeless prevention options: Sanctuary scheme, Mediation scheme and Private Sector Lettings Scheme, which are managed in conjunction with external partners. The continued reduction in the number of available homes to let
          through social landlords, the evolving economic climate and other pressures, such as the Case Resolution programme, do make it more challenging for the Council to continue to reduce the number of homeless acceptances. However, it is forecast that LPSA2 target to reduce homeless acceptances to no
          more than 1800 in 2008/09 will be comfortably met.


                                                                                                                                                                                                                                               Year to Date
               PI Ref                            Definition                                                                    Comments                                                              Baseline                2008/09 Target                       RAG Rating                        Data Quality
                                                                                                                                                                                                                                               Performance
          LKI HAS4          The number of homeless acceptances made in the The emerging economic climate, and the accompanying impact on housing markets, the under                                   1,142                      1320              724               1448                      No concerns with data
                            year                                           supply of sufficient units of social housing and increases in demand, caused by programmes                                2007/08
                                                                           such as Case Resolution, has rendered it unlikely that the Council could continue the
                                                                           downward trend in homeless acceptances. A revised target of no more than 1320
                                                                           acceptances has been set. There have been 724 homeless acceptances in the first two
                                                                           quarters of 2008-09. The UK Borders Agency programme (CRP) to resolve old cases resulted
                                                                           a significant increase in number of Refugees seeking a housing outcome - average
                                                                           presentations increased from 9 per month to 27. Additionally change in Asylum process (NAM)
                                                                           has resulted in increase in volume of presentations. It is anticipated that this will increase
                                                                           volume of acceptances in 08/09 by 120. Current Year End Projection is based on a straight line
                                                                           forecast. However the October figure was considerably lower than the average monthly
                                                                           performance to date, therefore it may be that performance will be be better than the current
                                                                           prediction.


                                                                                                                                                                                                                             Contributory
                             Improvement priority progress                                                 Risk / Challenges                                                      Key Actions                                                   Timescale                 Other Information
                                                                                                                                                                                                                                Officer
          Embed the provision of prevention options to tackle the main              There is scope to develop the Sanctuary scheme to work with         Continue to promote the availability of the Sanctuary scheme -       Paul Langford     End of March




Page 39
          causes of homelessness in the city: the main causes of                    households who have experienced hate crime, especially racial       with an emphasis of using it as a tool to tackle hate crime.                              2009
          homelessness in the city are domestic violence/hate crime and             hate crime. However, funding has been maintained at 200k for        Re-commission the Sanctuary scheme and the mediation
          parental eviction. The Council has developed a Sanctuary scheme,          the last two years and this level of funding is available for the   service through a tendering process.
          in conjunction with West Yorkshire Police and CASAC, to help              next two years. The current contractual arrangements with
          victims of domestic violence and hate crime to remain 'safely' in their   CASAC are due to expire at the end of 2008/09 and the
          home through the provision of security measures. This scheme has          service will be re-tendered. The mediation service is also
          helped 674 households remain their existing homes, including 154 in       being re-tendered in conjunction with Children's Service.
          the first two quarters of 2008/09. There were 166 homeless
          acceptances relating to dv/hate crime in Q1/2 08/09 - the target is to
          have no more than 550 in the year. The Council has commissioned
          a youth mediation service with Archway to help young people
          reconcile their differences with parents. In Q1/2 08/09 96 people had
          their homelessness prevented through mediation.



          Maximise other housing options: the Council is increasingly using         Supporting People funding has only been secured until the end       Test the effectiveness of the housing related support service        Paul Langford     End of March
          accredited private landlords as a key housing option to prevent or        of the financial year 2008/09. Longer-term funding will need to     at increasing private sector lettings. Identify options for longer                        2009
          end homelessness. The Council has an existing Private Sector              be considered. If this is through the Supporting People             term funding of the service, including through the Supporting
          Lettings Scheme, which offers accredited landlords the opportunity to     programme, then the service will need to be subject to tender.      People programme.
          find tenants who approach for assistance through the Homelessness         It is envisaged that longer-term funding could be secured as a
          Advice and Prevention Service. This scheme assisted 254                   consequence of an increase in lettings reducing the number of
          households to secure an Assured Shorthold Tenancy in the first two        households in temporary accommodation.
          quarters of the year. It is believed that around 60 lettings per months
          could be secured if landlords were aware that an accompanying
          housing support service was in place to support the tenant and
          ensure they adhered to their tenancy agreement. A service has
          been commissioned through the Supporting People programme.
          Appendix 2                                                                                                               Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



                                                                                                                                                                                                                         Contributory
                            Improvement priority progress                                                  Risk / Challenges                                                 Key Actions                                                   Timescale       Other Information
                                                                                                                                                                                                                            Officer
          Promote tenancy sustainment services: The Supporting People              Key homeless support services, TEAS and Resettlement              Complete TEAS and Resettlement tender process. Continue             Paul Langford       TEAS -
          programme commissions a range of services, predominantly                 Service, have been subject to tender through the Supporting       to deliver improved service outcomes through the Supporting                         December 2008
          externally managed, that are designed to help people achieve or          People programme. External organisation, Foundation               People contract management process. Embed intensive                                  Other action -
          maintain an independent living outcome. Performance relating to          Housing, has been selected as preferred bidder. Transfer of       housing management practices across all social landlords.                             end of year
          NI141: number of people achieving independent living has improved        service will deliver improved outcomes in relation to achieving
          from 54% in Q1 07/08 to 74% in Q1 08/09. Performance relating to         and maintaining independent living arrangements. Practice
          NI142: number of people helped to maintain independent living is         adopted by Aire Valley Homes needs to be rolled out to other
          running at 99% - this indicator includes services that are designed to   social landlords. This can be achieved through the Leeds
          help formerly homeless households maintain their independent             Homes Partnership.
          housing. The Leeds ALMOs are also focusing on intensive housing
          management practices that are designed to support more vulnerable
          tenants. For example, Aire Valley Homes are carrying out
          assessments on new tenants in relation to risk of tenancy failure and
          support required to sustain housing.

           The ALMO has a secondee from Jobcentre Plus who works to help
          tenants to maximise benefit entitlement and gives debt advice.
          Information designed to reduce homelessness is available in a
          variety of formats and the ALMO carries out annual visits to tenants.


          The focus on personalised homeless prevention services is framed     Housing Solutions model primarily being embedded at HAP               Further develop homeless prevention options and housing             Paul Langford    End of March
          around the service transformation currently being implemented at the service. Need to consider role and remit of other homeless            options services. Roll out key principles of Housing Solutions                          2009
          Homelessness Advice and Prevention Service: Housing Solutions        service providers in the city.                                        model to other service providers including housing advice
          programme. The improved service is focusing on offering a wider                                                                            agencies and Supporting People commissioned services.
          range of housing options, maximising homeless prevention
          opportunities, giving more realistic advice on housing options,
          improving customer access to information and housing options
          through web based improvements, improving stakeholder access to
          information on housing options.




Page 40
                                         Leeds CC Contributory Officers                 Leeds CC Directorate                          Contributing Organisations                                                Contributory Officer


                            Stephen Boyle                                          Environments & Neighbourhoods Leeds Housing Partnership (including the Leeds ALMOs)               Steve Williamson (Chair)



                            Jim Wilson                                             Environments & Neighbourhoods Leeds Supporting People Commissioning Body



                            Andrew Mason                                           Environments & Neighbourhoods



                            Sally Threlfall                                        Children's Services



                            John Lennon                                            Adult Social Services
          Appendix 2                                                                                                               Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



          Thriving Places 2008/09 Quarter 2 Performance Update                                                                                                                                                                                                 Reference                                    TP-1d

                                                    Improvement Priority                                                                             Lead Officer                                                                  Organisation
                                                                                                                                                                                                                                                                                              Overall Progress Rating

          Reduce the number of people who are not able to adequately heat their homes                                                             Andrew Mason                                                                      Leeds C C                                                             Red


          Overall assessment of progress

          In the first half of the year, over 7,500 households have received energy support or improvement through advice. An increase in the number of referrals through the Health Through Warmth scheme has also been achieved.

          Although a number of positive steps have been taken to improve the situation for a number of local residents the current financial crisis and credit crunch coupled with increasing fuel bills will in all likelihood lead to more people entering fuel poverty. For this reason the priority has been rated as Red.




                                                                                                                                                                                                                                                                  Year to Date
               PI Ref                              Definition                                                                       Comments                                                                    Baseline                     2008/09 Target                              RAG Rating               Data Quality
                                                                                                                                                                                                                                                                  Performance
          NI 187             Tackling fuel poverty - % of people receiving income This is a new national indicator and national methodology on this measure was not confirmed until mid                           4.00%                           3%                 3.35%                  Amber            No concerns with data
                             based benefits living in homes with low energy       August. The figures for this PI is generated via a local postal survey, undertaken annually and the                           (2007/08)
                             efficiency rating                                    deadline for the return of information has been extended to March 2009. There are still ongoing
                                                                                  discussions around what figure for properties should be used as the baseline and this will have an
                                                                                  impact on the final figures. At present, for those properties with a SAP rating of <35, 606 have been
                                                                                  improved (a result of 3.35%). The section is also developing a new local indicator to highlight the
                                                                                  council's impact in tackling fuel poverty, in terms of private sector improvements achieved via grant
                                                                                  work and improvements made through capital on public sector dwellings (as improvements can be
                                                                                  hidden by changes in the fuel market - e.g. increased gas prices/fuel bills etc).




                                                                                                                                                                                                                                             Contributory
                              Improvement priority progress                                                    Risk / Challenges                                                             Key Actions                                                           Timescale                      Other Information
                                                                                                                                                                                                                                               Officer
          80,000 questionnaires were sent to households in respect of home           The current global financial situation is affecting the UK economy and    Deliver the Affordable Warmth Strategy in conjunction with partners      Keith Gibson / Alan          Mar-09
          energy efficiency measures and ascertaining whether people are             there is an increased risk of higher unemployment in the coming           Continue to work with internal and external partners to improve the            Jones
          finding it difficult to heat their homes. This HECAMON survey has          months                                                                    energy efficiency of properties and access to grants to help with this




Page 41
          resulted in the identification of people who need assistance with          Increased fuel prices over the past 12 months may lead to more            work (this includes monitoring the capital works undertaken by ALMO's
          heating their homes and also those who have improved the energy            people entering fuel poverty in the future                                to improve properties and energy efficiency and grants offered by energy
          efficiency of their homes over the past 12 months and now moved out                                                                                  providers to people to improve the energy efficiency of their homes).
          of fuel poverty.


          Staff who visit people in their homes (includes ALMO's, Social Services Recent issues in the housing market mean that people are in                  Council is piloting a "Heatseekers scheme" with a private sector               Keith Gibson           Mar-09
          etc) have been trained in a three stage process: (i) send a referral to increased danger of being in negative equity and it is difficult to          company which is a revolutionary private homes scheme that identifies
          the Fuelsavers team (ii) provide advice to residents on access to       encourage people to spend money on their homes to make them                  properties which could benefit from cavity wall insulation through thermal
          benefits etc which they may be entitled to but not claming and (iii)    more energy efficient (thereby reducing the likelihood that they will        imaging.
          request agency support for remedial work                                enter fuel poverty).

          Any property with a SAP rating of <35 is classed as a category 1          This will cover landlords with single lets as under current legislation,   The council will serve notice on landlords within the private rented sector     Alan Jones            Mar-09
          hazard in the housing health and safety rating scheme. The council is houses in multiple occupation (HMO's) are excluded from the                    if their properties are SAP 35<. The council will ensure that required
          to start to investigate landlords within the private rented sector and if scheme.                                                                    improvements are undertaken.
          homes are found to have a SAP rating of 35<, landlords have a duty to
          improve them.
          Appendix 2                                                                                            Environment and Neighbourhoods Action Trackers Quarter 2 2008-09




                                    Leeds CC Contributory Officers        Leeds CC Directorate                            Contributing Organisations                                         Contributory Officer


                       Steve Carey                                   Resources                       Primary Care Trust                                       Christine Outram/Ian Cameron



                       Paul Langford                                 Environments & Neighbourhoods   VCFS                                                     John Preston/Jon Holland



                       Steve Speak                                   City Development



                       Paul Brook                                    City Development



                       John Lennon                                   Adult Social Care



                       Paul Broughton                                Adult Social Care




Page 42
          Appendix 2                                                                                                           Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



          Thriving Places 2008/09 Quarter 2 Performance Update                                                                                                                                                                                    Reference                                  TP-2b

                                                    Improvement Priority                                                                           Lead Officer                                                        Organisation
                                                                                                                                                                                                                                                                           Overall Progress Rating

          Reducing and managing offending behaviour                                                                                                Neil Evans                                                                                                                        Amber


          Overall assessment of progress

          Overall progress is in line with expectations. The improvement priorities have been agreed by the Integrated Offender Management Board - progress against the three priorities listed below will be available by the end of quarter 3. Phase 1 of the Integrated Offender Management (IOM) Model is being
          monitored closely by Safer Leeds and the Strategic Integrated Offender Management Group. Funding has been allocated from Supporting People to provide the assessment and case management functions. Arrangements for measuring the offending rates of prolific and priority offenders need to be
          resolved with the Home Office. Without this it will be difficult to assess performance against this priority.




                                                                                                                                                                                                                                                   Year to Date
                  PI Ref                           Definition                                                                      Comments                                                          Baseline                 2008/09 Target                         RAG Rating                     Data Quality
                                                                                                                                                                                                                                                   Performance
          NI 30              Re-offending rate of prolific and priority offenders      The Home Office are currently reviewing the methodology applied for this measure. The       The baseline for this metric will          -15% (indicative                                                    Data Quality
                                                                                       Integrated Offender Management Board are aware of the problems with the current methodology be calculated against our                      target)                                                     Arrangements being
                                                                                       and are awaiting clarity form the Home Office.                                              cohort of Persistent and                                                                                        developed
                                                                                                                                                                                   Prolific Offenders (PPOs) as
                                                                                                                                                                                   at 1st April 2008 and their re-
                                                                                                                                                                                   offending during the preceding
                                                                                                                                                                                   12 months. The cohort will
                                                                                                                                                                                   then be tracked forward for a
                                                                                                                                                                                   further twelve months and the
                                                                                                                                                                                   re-offending rate compared to
                                                                                                                                                                                   the baseline.



          LSP-TP2b(i)        A complete count of the number of first time entrants     The Youth Offending Team (YOT) is continuing to work with Youth Justice Board and national                      2,076                  1,877- LPSA2             355               1800                No concerns with data
                             into the youth justice system receiving a substantive     Police Improvement Agency to improve timeliness of results being made available. Performance                  (2004/05                 Stretch Target
                             outcome between 1 April and 31 march in the               has improved this quarter, one of the contributing factors is that there are now protocols in place




Page 43
                             reporting year specified                                  to ensure schools use criminal sanctions as a last resort, and not to resolve minor incidents. This
                                                                                       result is subject to change as firstly, offences can be brought to justice after the end of the
                                                                                       reporting quarter and secondly due to delays in data transferred by Police to YOTs.


          LSP-TP2b(ii)       A complete count of offences committed by young           The improved performance may have been influenced by the targeted work carried out by the                        622                 573 - LPSA2 Stretch       21.71             15.00                No concerns with data
                             people resulting in a substantive outcome during a        Youth Service's four Area Teams. This number is subject to change offences can be brought to                   (2005)                       Target
                             bail or remand episode during the year specified          justice after the end of the reporting quarter. Quarterly results are subject to revision once the
                                                                                       outcome is known.



                                                                                                                                                                                                                               Contributory
                              Improvement priority progress                                                   Risk / Challenges                                                      Key Actions                                                    Timescale                   Other Information
                                                                                                                                                                                                                                 Officer
          Implement the agreed Leeds Integrated Offender Management (IOM               Ensuring strategic and operational engagement from key             1.Agree selection/ deselection criteria for IOM scheme. 2.Agree     Louise Hackett       During 08/09
          model. £615k per annum has been allocated from Supporting People             agencies.                                                          clear operational guidance for IOM process. 3.Establish
          for the assessment and case management functions; this has been              Some IOM processes are being developed as a West Yorkshire         effective divisional IOM / PPO case conferencing
          operationally aligned to Drug Intervention Programme (DIP) service           product, this could have an impact on Leeds time scales.           arrangements. 4.Enhance DIP court team to work with IOM
          providers, £90K of this is specifically for DIP housing support. A further                                                                      cohort.
          £130K of NRF has been allocated non-recurrently for IOM court team
          staffing, case management system development and pathways
          activities.

          Establish effective assessment and case management arrangements              The operationally processes to ensure performance targets are 1. Contracts and performance reporting frameworks to be put              Louise Hackett       During 08/09
          for non statutory PPO/IOM cohort. Contracts for case management              being reviewed jointly between Drug and Offender Management in place with providers.
          and assessment have been put in place by Supporting People, these            Unit and Safer Leeds, this will ensure effective targeting of
          are overseen jointly by Safer Leeds. Initial focus has been on the           resources.
          PPO cohort (217) however a further 150 individuals have been
          identified for targeting through IOM.
          Appendix 2                                                                                                         Environment and Neighbourhoods Action Trackers Quarter 2 2008-09



                                                                                                                                                                                                                            Contributory
                             Improvement priority progress                                                    Risk / Challenges                                                  Key Actions                                                Timescale                        Other Information
                                                                                                                                                                                                                              Officer
          Develop intervention pathways for IOM cohort. Opportunities for joint      Ensuring support and involvement of specialist agencies in         1. Establish clear routes with LCC/ Social Landlords, SP and       Louise Hackett   During 08/09   A multi-agency event to develop mental health pathways
          working with housing providers, Jobs & Skills and Job Centre + are         developing working protocols                                       other housing providers. 2. Establish clear working                                                in IOM is being jointly hosted by NHS Leeds and Safer
          currently being progressed. A multi-agency event to develop mental                                                                            arrangements with Jobs and Skills, Progress to Work, Job                                           Leeds in December 08.
          health pathways in IOM is being jointly hosted by NHS Leeds and                                                                               Centre Plus. 3. Establish clear routes with physical and mental
          Safer Leeds in December 08.                                                                                                                   health services.



                                          Leeds CC Contributory Officers                   Leeds CC Directorate                            Contributing Organisations                                              Contributory Officer



                            Simon Whitehead                                          Environments & Neighbourhoods    West Yorkshire Police                                              Mark Milson/Alison Rose



                            Chief Officer, Children and Young People's Social Care   Children's Services              VCFS                                                               Richard Norton/Richard Robson



                            Sally Threlfall                                          Children's Services              Probation                                                          Maggie Smallridge



                            Sarah Sinclair                                           Leeds PCT                        Youth Offending Service                                            Jim Hopkinson



                            Chris Edwards                                            Education Leeds                  Job Centre Plus                                                    Ian Hunter



                            Val Snowdon                                              Jobs&Skills                      Leeds Colleges                                                     Carolyn Wright




                            Bridget Emery                                            Supporting People                Re'new                                                             Steve Williamson




Page 44
                            Jim Willson                                              Leeds Community Safety           Learning Skills Council                                            Anne Craven
          Appendix 2                                                                                                            Environment and Neighbourhoods Action Trackers Quarter 2 2008-09


          Thriving Places 2008/09 Quarter 2 Performance Update                                                                                                                                                                                               Reference                         TP-3a

                                                       Improvement Priority                                                                                                    Lead Officer                                                           Organisation
                                                                                                                                                                                                                                                                                    Overall Progress Rating

          Reduce worklessness across the city with a focus on deprived areas                                                                                                Stephen Boyle                                                              Leeds C C                             Amber


          Overall assessment of progress

          The LSP service improvement priority to reduce worklessness provides an opportunity to refocus activity to priority groups and neighburhoods with shared targets for key stakeholders and a move away from the current fragmented largely funding-led approach. The Council established the
          Worklessness Strategic Outcome Group to oversee and direct partnership activity to deliver the required outcomes. The Working Group will establish a city wide framework and joint owrking protocol to improve collaboration across all agencies and organisations leading or contributing to
          worklessness reduction. Jobcentre Plus as the key agency with responsibility for tackling worklessness is identified as the lead agency in the Leeds Strategic Plan. Jobcentre Plus will take over the chair and servicing of the group from November 2008. The current economic situation and
          the increase in unemployment is likely to worsen and last for some time. It is therefore essential that the initial targets for this improvement priority are urgently reviewed. It would quite counter-productive to be concentrating resources and effort based on a strategy which did not recognise
          and respond to massive contextual change.

          It may well be that targets to reduce worklessness will have to be suspended in favour of outcomes which concentrate on maximising intervention and achieving progress towards full employability for the current workless cohort. Research undertaken last year on worklessness
          interventions in Leeds concluded that there is insufficient provision at either end of the Journey to Work – support for engagement / first steps with the hardest to reach groups and support to employees/ employers to keep people in work. Further work has identified that there is a wealth
          of organisations delivering engagement/first steps provision in Leeds but there is a need for better co-ordination. Work is ongoing through the three Area Worklessness Groups to better co-ordinate this activity. LSC expansion of Train to gain along with YF future provision to be focused on
          employer engagement suggests that the local authority led activity is best focused on first steps engagement. We are now better placed as a local partnership to realign our activities to ensure that they are complementary and add value and shape our strategies and action plans moving
          forward.


                                                                                                                                                                                                                                                               Year to Date
                PI Ref                               Definition                                                                                              Comments                                                                       2008/09 Target                      RAG Rating           Data Quality
                                                                                                                                                                                                                                                               Performance
          NI 152              Working age people on out of work benefits                   Figures are reported through DWP 6 months in arrears. The Q1 figure was 11.1% however it is anticipated that the number of                           11.1%          Awaiting DWP       Amber          6 month time lag on
                                                                                           JSA claimants will start to increase as the effects of the credit crunch and the recession are felt in local businessess and jobs                                    data update                             data
                                                                                           are lost, therefore the indicator has been rated 'Amber'.

          NI 153              Working age people claiming out of work benefits in Figures are reported through DWP 6 months in arrears. The Q1 figure was 28.3% however it is anticipated that the number of                                    29.8%          Awaiting DWP       Amber          6 month time lag on
                              the worst performing neighbourhoods                 JSA claimants will start to increase as the effects of the credit crunch and the recession are felt in local businessess and jobs                                             data update                             data
                                                                                  are lost, therefore the indicator has been rated 'Amber'.




Page 45
                                                                                                                                                                                                                                            Contributory
                               Improvement priority progress                                                         Risk / Challenges                                                           Key Actions                                                    Timescale             Other Information
                                                                                                                                                                                                                                              Officer
          Joint planning processes to deliver against priority workless client groups      Fall out of funding including NRF / SSCF / Single Pot over the next        Mapping current activity and interventions by funding streams and
          and neighbourhoods through area based worklessness groups and joint              two years is significant and will mean the loss of targeted provision in   at risk client groups by neighbourhood to inform future
          panels on LCC managed commissions have been successful in bringing               the areas with the highest levels of worklessness. Increases in the        commissioning strategies. Area action plans are being developed
          together providers and encouraging signposting and referrals to support a        number and type of claimant resulting from economic recession will         by the Area Worklessness Groups detailing activity and provision in
                                                                                                                                                                                                                                                IH / SB          09-Dec-08
          more people centred service.                                                     require different interventions and will stretch resources.                the neighbourhoods. These plans will be overseen and monitored
                                                                                                                                                                      by the groups and progress reported to the Worklessness Strategic
                                                                                                                                                                      Outcome Group.

          Indicative resources available in 2007/08 – 2010/11 include £9.2m from Job       Intervention activities need to be coupled to areas with potential for     Such approaches would build on previous experience with Leeds
          Centre Plus; £2.8m from LSC; £11m from the City Council; and £3.3m from          economic growth and private sector investment over the longer term.        Teaching Hospital Trust and the Local Employment Partnership led
          discretionary grant funding sources. Much of the existing resource is locked     The existing and planned major regeneration schemes where the              by Jobcentre Plus. Clear plans and the resource requirements to
          into mainstream programme provision which needs to be more utilised more         developers and site users have a relationship with the City Council        link with the following initiatives / schemes need to be made :-
          flexibly to be responsive to local needs and opportunities. Funding priorities   with the potential to provide numerous opportunities during                Eastgate Quarters, Trinity Leeds, EASEL Mixed Communities
          of key agencies has shifted to engage employers and the fall out of NRF          construction and on completion of schemes to offer training and            Pathfinder, Holbeck Urban Village, Aire Valley, major PFI schemes.
          leaves a gap in supporting first steps engagement with those furthest from       employment opportunities for local people.                                                                                                         IH / SB / PS     End of Jan 09
          the labour market, however potential investment opportunities are being
          explored further. Development work is taking place with Early Years through
          Family Outreach workers to support first step engagement and JCP ESF
          provision.


          Initiatives are being developed to tailor the pre-employment training of         Close working relationships required with the developers / end users       YF business case and developer / employer packages to be
          workless individuals to meet the needs of key employers as part of Local         working to a tight timescale to meet their needs. Finance to support       developed by task group including Regeneration, Park Lane
          Employment Partnerships with a wider package of enabling measures                interventions dependent on the speed of the YF appraisal, approval         College, Jobcentre Plus
          offered by the local authority. A business plan is in development to draw        and issue of contract.
          down £2m plus following positive discussions with Yorkshire Forward to                                                                                                                                                                              End of December
          develop a retail skills academy and support construction Leeds to maximise                                                                                                                                                          SB/ PS/ IH
                                                                                                                                                                                                                                                                    2008
          the number of local residents accessing the estimated 10,000 construction
          and retail jobs in the Trinity and Harewood developments in the city centre.
          Appendix 2                                                                                                            Environment and Neighbourhoods Action Trackers Quarter 2 2008-09


                                                                                                                                                                                                                                               Contributory
                               Improvement priority progress                                                        Risk / Challenges                                                            Key Actions                                                            Timescale      Other Information
                                                                                                                                                                                                                                                 Officer
          Partnership work has focused to date on building good working relationships      New approaches to engage health professionals in assisting                Further work required to realign resources and bring initiatives
          with Jobcentre Plus and the Learning and Skills Council. Recent work has         claimants better manage their muscular skeletal and mental health         together to deliver added value. Citywide framework to be agreed
          examined the approaches adopted by health providers and the Mental               conditions and re-engage with providers to move back into work have       through Worklessness Outcome Group. Explore the Mindful
          Health Employers Consortium to support those with mental health issues -         been trialled with some success. However the scale of this                Employer initiative - to act as exemplars in the employment of                                     Jan - March
                                                                                                                                                                                                                                                 JW/ IH/ SB
          the largest incapacity benefit claimant group- back into work.                   intervention is small in comparison to the numbers of claimants.          individuals from this client group                                                                   2008/09
                                                                                           Further partnership work is required to learn and build on this good
                                                                                           start

          with employers to develop customised programmes. Based on a casework             Difficulties in identifying freedoms and flexibilities to be championed   Need to build in evaluation and learning from outset to capture
          approach to better integrate a wide range of personal support services with      by John Healey,CLG Minister. Employer engagement that leads to            benefits boty financial and non-financial                      Task
          employment and training opportunities. It will require the co co-ordination of   jobs may be difficult in current climate                                  group established to develop and implement under EASEL and
          partner inputs – GP surgeries, addiction treatment services, children’s          Capacity exists within an existing YF programme due to underspend         East/North East Worklessness Group.
          centres, transport providers, debt advisors and require a flexible response      in other LA areas. Business plan to be submitted and agreed by end                                                                                                        End of December
                                                                                                                                                                                                                                                 SB / IH / AC
          from employers supported by job brokerage, work trials, interview                of December 2008                                                                                                                                                                2008
          guarantee. Target area to be Halton Moor / Osmondthorpe.



                                                                                                                                                                     Pilot intensive casework model in neighbourhoods with highest
                                                                                                                                                                     rates of worklessness
                                                                                                                                                                                                                                                   VS/MG              End March 2009


                                                                                                                                                                     Review initial NI 152 and 153 targets in the light of increasing
                                                                                                                                                                     unemployment which is likely to be sustained in the medium term.
                                                                                                                                                                     Consider alternative outcomes in resoponse to changing
                                                                                                                                                                     circumstances which retain a focus on improving employability and                               End of December
                                                                                                                                                                                                                                                     SB
                                                                                                                                                                     resilience of current workless so that they are able to benefit from                                  2008
                                                                                                                                                                     opportunities when the economy recovers.


                                                                                                                                                                     Assess the potential for introducing transitional employment
                                                                                                                                                                     opportunities, including involvement in regeneration activity, which
                                                                                                                                                                     will provide an alternative to reducing mainstream employment.                  SB               End March 2009




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                                          Leeds CC Contributory Officers                         Leeds CC Directorate                                                 Contributing Organisations                                                         Contributory Officer


                              Paul Stephens                                                City Development                    Job Centre Plus (Lead Organisation)                                                                          Ian Hunter



                              Amanda Jackson                                               Children's Services                 Yorkshire Forward                                                                                            Helen Thomson



                              Paul Broughton                                               Adult Social Care                   VCFS                                                                                                         Steve Williamson



                                                                                                                               Learning Skills Council                                                                                      Anne Craven



                                                                                                                               NHS Leeds                                                                                                    Jane Williams
             Appendix 3                                               Environment and Neighbourhoods Performance Report Quarter 2 2008-09
          Performance Reference Title                                                 Service            Frequency    Rise or Baseline      Last Year    Target        Qtr1         Qtr2          Predicted     Data Quality
          Indicator Type                                                                                 & Measure    Fall                  Result                                                Full Year
                                                                                                                                                                                                  Result
1         Leeds            BP-05(c)     Rent collected by the local authority as a  Housing           Monthly     Rise    96.53%        96.53%       97%          96.55%        96.5%             97%       No Concerns
          Strategic Plan -              proportion of rents owed on Housing         Management        %                                                                                                     with data
          Government                    Revenue Account (HRA) dwellings.
          Agreed
                           As stated in the August reporting spreadsheet the expected improvement in performance has occured but a slight drop of 0.05 on quarter 1. This could be due to the current financial climate.
                           Our concerns are being raised with the ALMO's who are acutley aware and also concerned. This PI is being monitored on a weekly basis in order to identify any unwelome trends

2         Leeds            NI 16          Serious acquisitive crime rate                Community Safety Monthly         Fall     27%         N.A.        26.4%        6.2%         6.8%         26.1%         No Concerns
          Strategic Plan -                                                                                   %                                                                                                 with data
          Government
          Agreed           Between April and September 2008, there were 9,793 recorded acquisitive crimes, this is down 0.7% (73 fewer offences) compared with the same period for the previous year. If performance
                           continues at this current rate the target will be achieved. However, Domestic Burglary showed an unexpected seasonal increase during quarter 2. Theft of vehicle is rising in Leeds, with
                           thieves targeting older vehicles to sell on for scrap. West Yorkshire Police, Safer Leeds and Trading Standards are working to identify rogue scrap metal dealers who may be receiving stolen
                           vehicles (and metal from other sources). Theft from motor vehicles has also shown an increase against previous year's performance. This increase is a turn around in the long term trend for
                           falling offence numbers. Thefts from vehicles in hotel car parks have been a cause for concern, to tackle this; partners have been working with the hotels to develop solutions. The Safer Leeds
                           Delivery Plan for acquisitive crime details planned activities. The development and implementation of the Integrated Offender Management model (targeting our most prolific offenders) will be
                           critical to reducing domestic burglaries especially within the context of the current economic climate.
3         Leeds            NI 20       Level of Assaults with injury crime per 1,000 Community Safety Monthly     Fall    8.2%         N.A.       7.8%        1.9%           2.1%        7.8%           No Concerns
          Strategic Plan -             population                                                     %                                                                                                 with data
          Government
          Agreed           Between April and September 2008, there were 2,972 recorded offences, this is down 7.8% (250 fewer offences) compared with the same period for the previous year. If performance
                           continues at this current rate the target will be achieved.

                         Results for Assaults with Injuries currently give no indication that there is a cause of concern in terms of meeting the set target. Continued work around tackling violent crime and its association




Page 47
                         with the night time economy remains a priority.
4         Leeds            NI 192      Percentage of household waste sent for       Environmental         Monthly       Rise     27.05%       N.A.         30.26%       29.71%       34.4%        31.65%      No Concerns
          Strategic Plan -             reuse, recycling and composting              Services              %                                                                                                   with data
          Government The service, as part of the recycling strategy, has increased the volume of waste composted through the extension of the garden waste scheme. Tonnages over the period were over 20%
          Agreed           higher than original forecasts due to a increased number of properties receiving the collection service than originally planned. This has been possible through the use of Routesmart.

                         In addition to this, the Education & Awareness Team have hosted locally, a number of national campaigns including Composting Awareness Week and Recycle Now Week, in conjunction with
                         organisations such as ASDA. This involves promoting recycling in-store and at their Head Office.

                         Overall, the service is set to exceed its year end target.


5         Leeds            LSP-TP1c The number of homeless acceptances                Homeless and       Monthly      Fall     1,722        1,142        1,320         301          423           1,204         No Concerns
          Strategic Plan - (LKI-HAS4) made in the year (cumulative)                   Advisory Service   Numerical                                                                                              with data
          Partnership
          Agreed
                         We have seen a 41% increase in homeless acceptances between quarter 1 and quarter 2 08/09. A major factor in this has been the focus of resources to close cases and improve effective
                         case management.
             Appendix 3                                               Environment and Neighbourhoods Performance Report Quarter 2 2008-09
          Performance Reference Title                                                Service              Frequency     Rise or Baseline      Last Year    Target       Qtr1          Qtr2          Predicted     Data Quality
          Indicator Type                                                                                  & Measure     Fall                  Result                                                Full Year
                                                                                                                                                                                                    Result
6         Leeds            NI 158       % non-decent council homes                      Strategic Landlord Monthly         Fall      22.81%        N.A.       15%         27%             21.71%    15%              No Concerns
          Strategic Plan -                                                                                  %                                                                                                        with data
          Partnership
          Agreed           Quarter 2 Performance has seen an significant improvement on quarter 1, however it is felt that some data cleansing that has occurred has significantly contributed to this improvement.
                           Keystone is continuing to be developed which will cause fluctuations and there will be further fluctuation during the year as properties fall out of decency at different times but this is being
                           monitored closely month on month. The current figure includes all PFI schemes but we can now exclude these properties which further reduces Non-Decency to 20.72%. As a result of a
                           financial exercise that took place in earlier this year the Department is confident that there is sufficient funding for the ALMO's and the Council to attain the decency target set for March 2011.

7         National        NI 15        Serious violent crime rate                    Community Safety Monthly           Fall     0            N.A.         600          144           160           600           No Concerns
          Indicator                                                                                   Number                                                                                                      with data

                          Between April and September 2008, the number of serious violent crimes recorded was 304, this is up 4.2% (12 more offences) compared with the previous year. There is a risk of not
                          achieving this target if performance continues in line with the current trends. The Home Office have changed the definition for this target since first publication. The police have revised their
                          operational target taking into account the changes and has set a target of 600 for 2008/09. Overall the increase in the serious violent crime rate is consistent with this change in recording. Safer
                          Leeds has compiled a Violent Crime Profile and activity to address these complex issues is being reviewed and refreshed.

8         National        NI 18        Adult re-offending rates for those under      Community Safety Quarterly         no       N.A.         N.A.         N.A.         N.A.          N.A.          N.A.          No Concerns
          Indicator                    probation supervision                                          Number                                                                                                      with data

                          The reporting organisation for this target is the National Offender Management Service (Probation). Arrangements need to be made to access this information form this organisation and data
                          quality checklist will then be finalised.
9         National        NI 29        Gun crime rate                                Community Safety Quarterly         no       N.A.         N.A.         N.A.         N.A.          N.A.          N.A.          N/A
          Indicator                                                                                   Number
                          West Yorkshire Police report these figures to the Home Office on a quarterly basis; however, the figures are for the whole of West Yorkshire and not broken down by district. West Yorkshire




Page 48
                          Police are working towards producing district level information and anticipate that this should be possible before December 2008.
                          Data quality checklists will be available when WYP provide the information.
10        National        NI 34        Domestic violence - murder                    Community Safety Quarterly         no     N.A.         N.A.        N.A.         N.A.         N.A.         N.A.            N/A
          Indicator                                                                                       Number
                          West Yorkshire Police report these figures to the Home Office on a quarterly basis; however, the figures are for the whole of West Yorkshire and not broken down by district. WYP are working
                          towards producing district level information and anticipate that this should be possible before December 08. Information is awaited from WYP after which checklists will be finalised.

11        National        NI 39        Rate of Hospital Admissions per 100,000 for Community Safety Quarterly           Fall     N.A.         N.A.          N.A.         N.A.        N.A.          N.A.          Not
          Indicator                    Alcohol Related Harm                                                Number                                                                                                Completed
                          The reporting organisation for this target is the Primary Care Trust. The definition includes both chronic health conditions linked to alcohol consumption, as well as crime related behaviour and
                          accidents linked to alcohol. This limits its usefulness and it may be more relevant as a Health PI. The information can be disaggregated and so a more useful local indicator might need to be
                          developed.
12        National        NI 28        Knife crime rate                              Community Safety Quarterly         No       N.A.         N.A.         N.A.         N.A.          N.A.          N.A.          No Concerns
          Indicator                                                                                   Number                                                                                                      with data

                          West Yorkshire Police report these figures to the Home Office on a quarterly basis; however, the figures are for the whole of West Yorkshire and not broken down by district. West Yorkshire
                          Police are working towards producing district level information and anticipate that this should be possible before December 2008.
                          Data quality checklists will be available when WYP provide the information.
             Appendix 3                                           Environment and Neighbourhoods Performance Report Quarter 2 2008-09
          Performance Reference Title                                             Service             Frequency     Rise or Baseline      Last Year    Target       Qtr1         Qtr2          Predicted     Data Quality
          Indicator Type                                                                              & Measure     Fall                  Result                                               Full Year
                                                                                                                                                                                               Result
13        National     NI 196      Improved street and environmental              Environmental       Monthly       Fall    1             N.A.         3            4            3             3             No Concerns
          Indicator                cleanliness through reducing levels of fly     Action Team         Number                                                                                                 with data
                                   tipping whilst increasing levels of
                                   enforcement activity
                       Due to the way this PI is calculated (i.e. - a year on year comparison) a fluctuation in the overall performance score should be expected. Over the last few years, performance on this indicator
                       has been assisted by additional Neighbourhood Renewal Fund resources for enforcement. This led to an increased level of enforcement actions, in particular prosecutions which resulted in our
                       `very effective' rating in previous years. In 2008/09 a number of factors have impacted performance on this measure. The service introduced improvements to the way fly tips are recorded to
                       ensure the quality of the data. This resulted in an increased number of fly tips being recorded (as opposed to necessarily fly tips increasing in real terms). The amount of enforcement actions
                       has increased in the first half of the year (despite the merger of the two former teams) with a significant increase in duty of care inspections and prosecutions.

                       Although, the level of enforcement action is high in the year to date, it needs to be borne in mind that NRF resources are only available until March 2009 and a result, high levels of prosecution
                       activity (which score a lot of points in the measure) may not be able to be maintained without those resources. Due to volatile nature of this measure, the service is considering introducing local
                       measures in this area.
14        National     NI 184      Food Establishments in the area which are      Environmental       Quarterly     Rise    N.A.          N.A.         N.A.         See Comments                           Some
          Indicator                broadly compliant with food hygiene law        Services            %                                                                                                    Concerns
                                                                                                                                                                                                           with data
                       To be broadly compliant, premises need to achieve a score of 30 or less (broadly complaint equates to over 2 stars in our own internal star rating assessment). In addition, there has been
                       some concern expressed as to the comparability of this NI in terms of what premises authorities are including in their calculations. Work is being progressed between the Food Standards
                       Agency (FSA) and the West Yorkshire Principal Food Officers Group to determine a consistent baseline (e.g. are premises such as child minders, milkmen included/excluded from this
                       measure. If they are our performance will drop as the denominator will increase).

                       This work is ongoing and until it has been agreed, it is only possible to provide an interim indicative results. In quarter 2, 70% of high risk premises (i.e. ranked A-C) were broadly compliant.
                       Further updates will be provided at quarter 3, where it is hoped, an agreement will have been reached with other WY authorities and the FSA. The FSA visited Leeds two weeks ago as a follow
                       up to their audit and were happy with the As -Cs position.




Page 49
15        National     NI 191       Kilograms of residual household waste          Environmental        Monthly       Fall     736.15kg      N.A.         697.89kg      184.99kg       358.5kg    672.66kg      No Concerns
          Indicator                 collected per household                        Services             Kg                                                                                                      with data

                       Since the implementation of the recycling strategy the service is steadily reducing the kilograms of residual household waste collected per household. Levels of composting are up over the
                       period through the expansion of the garden waste collection service and overall, more waste is diverted from landfill. The service is forecast to achieve its year end target (please note there are
                       seasonal variations on this PI).
16        National     NI 193      Percentage of municipal waste land filled      Environmental       Monthly       Fall    68.82%        N.A.         65.92%       66.26%       64.81%        65.39%        No Concerns
          Indicator                                                               Services            %                                                                                                      with data

                       Our success on this indicator can be directly attributed to our success in NI 192 - Percentage of household waste sent for reuse, recycling and composting (Action Tracker ENV-1a). As the
                       levels of recycling, composting and reuse increases, the volume of waste land filled reduces, thus having a positive effect on this indicator.

                       The continued roll-out of the recycling strategy and the work undertaken by the Education & Awareness Team should further improve our performance on this indicator and initial indications
                       are, that the service will meet its year end target.
17        National     NI 156      Number of households living in temporary       Homeless and        Quarterly     Fall    548           N.A.         333          432          519           500           No Concerns
          Indicator                accommodation                                  Advisory Service    Number                                                                                                 with data

                       Over the 3 months in quarter 2 the figure for households living in temporary accommodation has levelled off. The implementation of a temporary accommodation action plan has been effective
                       in contributing to this. The figure of 432 represents the figure reported to CLG on the P1e return following analysis of duty owed across the emergency tier in Leeds.
             Appendix 3                                           Environment and Neighbourhoods Performance Report Quarter 2 2008-09
          Performance Reference Title                                            Service              Frequency    Rise or Baseline      Last Year    Target        Qtr1         Qtr2          Predicted     Data Quality
          Indicator Type                                                                              & Measure    Fall                  Result                                                Full Year
                                                                                                                                                                                               Result
18        National     NI 142      Percentage of vulnerable people who are       Strategic Housing Quarterly       Rise     99%          N.A.         99%           99%          98%           99%           No Concerns
          Indicator                supported to maintain independent living      and               %                                                                                                         with data
                                                                                 Commissioning
                       No comments
   19 National         NI 33a      Number of deliberate primary fires per        West Yorkshire       Quarterly  Fall       N.A.         N.A.         N.A.          3.08 per     3.25 per      N.A.          Not
      Indicator                    10,000 population                             Fire Service         Number per                                                    10,000       10,000                      Completed
                                                                                                      10,000                                                        population   population
                                                                                                      population
          National     NI 33b      Number of deliberate secondary fires per      West Yorkshire       Quarterly  Fall       N.A.         N.A.         N.A.          11.68 per    7.87 per      N.A.          Not
          Indicator                10,000 population                             Fire Service         Number per                                                    10,000       10,000                      Completed
                                                                                                      10,000                                                        population   population
                                                                                                      population
          National     NI 49a      Total number of primary fires per 100,000     West Yorkshire       Quarterly  Fall       N.A.         N.A.         N.A.          55.6 per     59.5 per      N.A.          Not
          Indicator                population                                    Fire Service         Number per                                                    100,000      100,000                     Completed
                                                                                                      100,000                                                       population   population
                                                                                                      population

          National     NI 49b      Total number of fatalities due to primary     West Yorkshire       Quarterly  Fall       N.A.         N.A.         N.A.          0.14 per     0.39 per      N.A.          Not
          Indicator                fires per 100,000 population                  Fire Service         Number per                                                    100,000      100,000                     Completed
                                                                                                      100,000                                                       population   population
                                                                                                      population

          National     NI 49c      Total number of non-fatal casualties          West Yorkshire       Quarterly  Fall       N.A.         N.A.         N.A.          2.37 per     2.23 per      N.A.          Not




Page 50
          Indicator                (excluding precautionary checks) per          Fire Service         Number per                                                    100,000      100,000                     Completed
                                   100,000 population                                                 100,000                                                       population   population
                                                                                                      population

          NI 33 & 49   1. Overall annual target for home fire safety check for Leeds district is 21300. Half yearly figures show an over achievement on target (first half) of 311.
          comments     2. Crews continue to focus safety check demand in areas of vulnerability ie elderly, social depravation.
                       3. Following a significant house fire, crews and community safety teams are deployed into the area to reduce risk and anxiety and promote home safety checks.
                       4. The fire-eaters team continue to work in the community with juveniles prone to fire setting behaviour.
                       5. A number of dedicated high risk officers are deployed within the Leeds district to deal with the most vulnerable and at risk households. This activity utilises to the full the extensive multi
                       agency and partnership networks established by Leeds officers.
                       6. The Arson task force continues to work in conjunction with Police and other agencies to tackle the issues of arson (rubbish and bin fires) and those subjected to domestic violence involving
                       fire.
                       7. The Community safety teams and arson task force continue to work at a local level with neighbourhood policing teams with initiatives such as Operation Champion.
                       8. Current (half year) figures indicate below baseline performance for NI 33 and 49.
   20 Local Indicator LAA-          The number of offences of dwelling burglary Community Safety Monthly              Fall     N.A.        8,449    7,242        1,899          2,158        8,144           No Concerns
                      SSC12         recorded by the police                                              Number                                                                                               with data
                      Between April and September 2008, there were 4,057 recorded domestic burglaries recorded this is up 1.8% (70 more offences) compared with the same period for the previous year. If
                      performance continues at this current rate the target will not be achieved. Domestic Burglary showed an unexpected seasonal increase during quarter 2, with sneak-in offences in a number of
                      localities causing concern, the type of goods targeted are laptops and other small electrical goods. The Safer Leeds Delivery Plan for acquisitive crime details planned activities to tackle
                      domestic burglary. These include target-hardening work to improve security in vulnerable properties, crime prevention campaigns with vulnerable groups and working with ALMOs and RSLs to
                      devise a programme of work to upgrade security in these properties. The development and implementation of the Integrated Offender Management model (targeting our most prolific
                      offenders) will be critical to reducing domestic burglaries especially within the context of the current economic climate.
             Appendix 3                                           Environment and Neighbourhoods Performance Report Quarter 2 2008-09
          Performance Reference Title                                            Service             Frequency    Rise or Baseline      Last Year    Target       Qtr1          Qtr2         Predicted     Data Quality
          Indicator Type                                                                             & Measure    Fall                  Result                                               Full Year
                                                                                                                                                                                             Result
   21 Local Indicator LKI-CS8A      Addressing domestic violence by: a)            Community Safety Monthly        Rise       N.A.        9,305        13,035       2,334        2,393       9,454           No Concerns
                                    increase the number of reported incidents of                      Number                                                                                                 with data
                                    domestic violence
                       Between April and September 2008, there were 4,727 recorded incidents of domestic violence this is down 4.1% (204 fewer offences) compared with the same period for the previous year. If
                       performance continues at this current rate the target will not be achieved. The reasons for the fall in reported domestic violence incidents are unclear but appear to have followed regional
                       trends, there may be a change in recording practices. Safer Leeds has completed a review of domestic violence services, and identified improvement activities, which services will put into
                       practice in 2008/09 as part of the Domestic Violence Strategy. Ongoing focus will be around the following improvement activities; raising public awareness, improving service to women and
                       children, developing effective offender management systems, supporting effective civil and criminal justice response, preventative work with children and young people and ongoing community
                       development.
   22 Local Indicator LKI-CS8B     Addressing domestic violence by: b) reduce Community Safety Monthly            Fall     49.0%        46.1%        43.0%        46.2%         44.9%        44.9%         No Concerns
                                   repeat victimisation as a proportion of                     %                                                                                                           with data
                                   reported domestic violence incidents


                       Between April and September 2008, there were 4,727 recorded incidents of domestic violence of which 2124 were repeats, 44.9% repeat rate compared with 46.0% for the previous year. If
                       performance continues to improve the target may be achieved. Improved partnership working through Multi Agency Risk Assessment Conferences (MARACs) has ensured that the police and
                       partners are able to provide an effective service to victims of domestic violence. For the months of April '08 through to August '08, the domestic violence repeat rate for the 4 MARACs is below
                       that recorded for Leeds District in the same period. This is partly due to the new, more stringent, CAADA guidelines of what constitutes a 'repeat incident' and appears to show that early
                       intervention with a multi-agency approach to the most difficult and/ or complex high risk cases is having an effect on performance.

   23 Local Indicator LKI-CS8C Addressing domestic violence by: c)           Community Safety Quarterly           Rise     N.A.         21.9%        18.0%        26.7%         27.2%        27.0%         No Concerns
                               increase the number of reported incidents of                   %                                                                                                            with data
                               domestic violence that result in a sanctioned
                               detection




Page 51
                       Between April and September 2008, the number of domestic violence incidents resulting in sanction detection was 27.0% compared with 19.3% for the previous year. If performance continues
                       at this rate the target will be achieved. Improved partnerships working through Multi Agency Risk Assessment Conference (MARACS) ensures that the police and partners are able to provide
                       an effective service to victims of domestic violence. Improved investigations of domestic violence cases means that the police detect more cases and as a result more perpetrators are brought
                       to justice.
   24 Local Indicator LAA-         Homelessness acceptances due to violence Homeless and             Quarterly    Fall     307          307          300          68            98           300           No Concerns
                      SSC25        and harassment                           Advisory Service         Number                                                                                                with data
                      The reason for increases in acceptances in July and September is due to backlogs of cases being cleared. With the backlog now cleared we have seen the total number of acceptances fall to
                      78 in October. As acceptances due to violence and harassment make up approximately 20% of all acceptances we expect this figure to return to around 20 per month (60 per quarter). Such
                      figures would result in the year end figure being just below the 300 target.
   25 Local Indicator LKI-HAS11 Number of sanctuary installations completed Homeless and           Monthly    Rise     305          305          325        70           84           325          No Concerns
                                                                                  Advisory Service Number                                                                                          with data

                       There were 98 homeless acceptances relating to Domestic Violence or Hate Crime out of a total in the period of 423.
   26 Local Indicator LKI-HAS5     The number of homeless acceptances            Homeless and        Monthly      Fall     209          106          150          24            55           110           No Concerns
                                   resulting from parental eviction (cumulative) Advisory Service    Number                                                                                                with data

                       As with all acceptances we have observed an increase in acceptances due to parental evictions.
             Appendix 3                                           Environment and Neighbourhoods Performance Report Quarter 2 2008-09
          Performance Reference Title                                            Service             Frequency     Rise or Baseline       Last Year   Target        Qtr1          Qtr2          Predicted     Data Quality
          Indicator Type                                                                             & Measure     Fall                   Result                                                Full Year
                                                                                                                                                                                                Result
   27 Local Indicator BV-91b       Percentage of households resident in the      Refuse Collection Quarterly       Rise     N.A.          92.64%      95.0%         95.3%         95.3%         95.3%         No Concerns
                                   authority's area served by a kerbside         & Waste           %                                                                                                          with data
                                   collection of at least two recyclables        Management

                       No Comments
   28 Local Indicator LKI-RC1      Number of household collections missed per Refuse Collection Quarterly          Fall     67.98 per     67.98 per 90 per          110.12 per    140.15 per    120 per       No Concerns
                                   100,000 collections                        & Waste           Number                      100,000       100,000     100,000       100,000       100,000       100,000       with data
                                                                              Management                                    collections   collections collections   collections   collections   collections

                       There were a high number of misses reported by the crews in September which have had an impact on performance. The service is investigating the reasons for this as it affected a number of
                       routes across the city. An investigation of the data and report produced to generate the result is also being scrutinised. Performance should improve in quarter 3 although the year end target is
                       not likely to be met.

   29 Local Indicator BV-199a      The proportion of relevant land and        Street Cleansing       Quarterly     Fall     N.A.          13%         15%           13%           N.A.          15%           No Concerns
                                   highways (expressed as a percentage) that                         %                                                                                                        with data
                                   is assessed as having combined deposits of
                                   litter and detritus that fall below an
                                   acceptable level

                       There is no data for quarter 2 as this measure is collected in 4 monthly chunks. Therefore, the results for August to November (period 2) will be included in the quarter 3 performance packs.
                       This indicator has been retained as it forms part of the LPSA 2 agreement. If the council achieves its stretch target of 15% by March 2009 the authority will receive a financial reward.




Page 52
         Appendix 3                                        Accountability Reporting Guidance


    Column
                                                                                   Description
     Title
      No.         Each indicator is numbered to allow for easier navigation through the report.

                  This column gives a little more information on the type of indicator and gives some indication of its relative importance and what the
                  implications might be of poor performance. Some of the indicators fall into more than one type, for example, all LSP government agreed
                  indicators are also national indicators. The types of indicator are:
                  Leeds Strategic Plan Government Agreed - these indicators form part of the Leeds Strategic Plan 2008 to 2011 and have been
                  negotiated and agreed, by the council and its partners, with government. They form part of our current Local Area Agreement and
                  additional reward grant is paid if we meet these targets. The Audit Commission will also give these indicators additional attention under
                  the Comprehensive Area Assessment as these are our local priorites.

  Performance Leeds Strategic Plan Partnership Agreed - these indicators form part of the Leeds Strategic Plan 2008 to 2011 and have been agreed
 Indicator Type with our partners as priorites for the city. The Audit Commission will give these indicators additional attention under the Comprehensive
                Area Assessment as these are our local priorites.
                Council Business Plan - these indicators form part of the Council Business Plan 2008 to 2011 and we have set these targets to drive
                change and progress across the organisation. The Audit Commission will give these indicators additional attention under the
                Comprehensive Area Assessment as these are our internal organisational priorites.
                National Indicator - this is a set of 198 indicators used by Government nationally to monitor the performance of public services in local
                areas. Our performance against this set of indicators will contribute to the Comprehensive Area Assessment. This has replaced several
                sets of other indicators including the old best value indicators.
                Local Indicators - these indicators have been nominated by service areas to provide a more complete picture of performance. In many
                cases these indicators will also directly contribute to the delivery of our priorities
                Each indicator is given a unique reference code and these codes tell us which basket each indicator belongs to. A basket is a set of
                indicators which are used to report on progress relating to different plans or frameworks. Below we have listed the main groups of
                indicator you will see in these reports.
                LSP - Leeds Strategic Plan indicator
   Reference    NI - National Indicator
                BP - Business Plan indicator
                LAA - Local Area Agreement indicator - for this year only we are continuing to measure a small number of indicators from our previous
                LAA which are subject to reward monies based on the year end position in April 2009.
                LKI - Local key indicator
                The title column gives a description of the indicator.
      Title
                NB The Government have provided the descriptions for all national indicators.
                The service column identifies which team within the Council is responsible for service delivery, monitoring the performance and data
     Service
                quality of each indicator.
                The top line in this column identifies how often we collect this information. This may be every month, every three months (quarterly) or
                once a year (annually). We only report annual indicators at the end of quarter 4 (after the end of March). With the exception of education
                attainment figures which are reported in quarter 3.
  Frequency &
    Measure
                The second line in this column identifies what measure we use to check on progress. For example, we might measure this result in the
                number of days or weeks we should take to finish something, such as a planning application. In another case, we might measure the
                percentage, such as the percentage of enquiries we respond to within five minutes.
                The rise or fall column identifies if the results should go up or down to show whether we are doing well. For example, if this is set to rise,
   Rise or Fall
                you would expect the figures to increase.
                This column gives the baseline performance figures upon which we have set our targets and/or wil be comparing our performance over
    Baseline
                the coming years
Last Year Result This column displays the result from the end of the previous financial year (31 March 2008)
     Target       This column shows the target we have agreed for this financial year.
      Qtr1        The shows the current position at the end of this quarter.
                  The shows the current position at the end of this quarter. This result might be given a traffic light (red, amber or green) if the service is
      Qtr2        unable to accurately predicte the full year performance based on the interim results (see below). If they can forecast their year end
                  position then the traffic light will appear in the next column.
                  Directorates use this column to show how well they expect to do at the end of the year. They forecast this position depending on the
 Predicted Full
                  current performance of each indicator. This figure may change each quarter depending on the performance of the indicator. Where
  Year Result
                  possible we use this figure to inform whether an indicator is traffic lighted red, amber or green.
                  The green light shows that the Directorate predicts this indicator WILL meet its target. The Directorate uses current performance
                  information to make this forecast.
                  An amber traffic light shows that the Directorate predicts this indicator will not meet its target. However, the performance for this indicator
                  is still acceptable and will not result in significant problems. The Directorate uses current performance information to make this forecast.
                  The red lights shows that the Directorate predicts this indicator WILL NOT meet its target at the end of the year. The Directorate uses
                  current performance information to make this forecast.
                  We are using this information to make strategic decisions therefore it is important that it is both accurate and reliable. This column
  Data Quality
                  provides an overall assessment of the data quality for each indicator.
                  No Concerns indicates that the data as accurate and there are good processes in place to check and validate this information.
                  Some Concerns indicates that more work needs to be done to ensure the data is accurate and reliable. Services may be in the middle
                  of implementing improvments to their systems and processes but these are not fully in place yet.
                  Concerns indicates that there are concerns that the quality of the data may not be good or that maybe they have not got the correct data.
                  Again services are working toward improving this position. Many of the national indicator set are new and we are having to set up new
                  systems to collect data - until these are fully embedded and proven there are likely to be outstanding concerns.
                  The comments for each indicator should explain why performance varies. They should also highlight if there are any problems with the
  Comments        quality of the data and what steps the Directorate is taking to improve it. This section will also focus on what will be done to improve the
                  actions and state what outcomes they have achieved.

                                                                          Page 53
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              Page 54
                                                                 Agenda Item 9
                                                              Originator: A Brogden

                                                              Tel: 0113 2474553



Report of the Head of Scrutiny and Member Development

Scrutiny Board (Environment and Neighbourhoods)

Date: 12th January 2009

Subject: Recommendation Tracking

 Electoral Wards Affected:                        Specific Implications For:

                                                  Equality and Diversity

                                                  Community Cohesion

                                                  Narrowing the Gap




1.0   Introduction

1.1   Members introduced a formal recommendation tracking system in December 2006.
      Each Scrutiny Board receives a quarterly report, coinciding with the quarterly
      presentation of performance information, on the progress made in implementing the
      Board’s recommendations.

1.2   This tracking system allows the Board to monitor progress and identify completed
      recommendations; those progressing to plan; and those where there is either an
      obstacle or progress is not adequate. The Board will then be able to take further
      action as appropriate.

1.3   A standard set of criteria has been produced to enable the Board to assess progress.
      These are presented in the form of a flow chart at Appendix 1. The questions in the
      flow chart should help to decide whether a recommendation has been completed, and
      if not whether further action is required.

1.4   To assist Members with this task, the Principal Scrutiny Adviser has given a draft
      status for each recommendation. The Board is asked to confirm whether these
      assessments are appropriate, and to change them where they are not.

1.5   This quarterly report shows progress against recommendations arising from a number
      of previous inquiries dating back to 2004/5. These relate to the following:

      •   Inquiry into Bulky Waste Collections (2005)
      •   Inquiry into Anti-social Behaviour Interventions (2005)
      •   Inquiry into Affordable Housing (2006)
      •   Inquiry into Regeneration in Beeston Hill and Holbeck (2007)
      •   Lettings Inquiry (2008)
                                          Page 55
2.0     Recommendations

2.1     Members are asked to:
        • Agree those recommendations which no longer require monitoring;
        • Identify any recommendations where progress is unsatisfactory and determine the
          action the Board wishes to take as a result.


Background Papers

None.




                                         Page 56
                                                                                Appendix 1
    Recommendation tracking flowchart and classifications:
       Questions to be Considered by Scrutiny Boards


Is this recommendation still relevant?


                 No       Yes

1 - Stop monitoring      Has the recommendation been
                         achieved?



                          Yes                         No

                                                      Has the set
                                                      timescale passed?



                                                      Yes                             No



                                         Is there an obstacle?                  6 - Not for review this
                                                                                session




                         2 - Achieved




                          Yes                                              No

                         3 - not                                 Is progress
                         achieved                                acceptable?
                         (obstacle).
                         Scrutiny
                         Board to
                         determine
                         appropriate
                         action.




                                                Yes                                   No

                                         4 - Not achieved                       5 - Not achieved (progress
                                         (Progress made                         made not acceptable.
                                         acceptable. Continue                   Scrutiny Board to
                                         monitoring.)                           determine appropriate
                                                                                action and continue
                                                                                monitoring)




                                             Page 57
                                                                                                                          Appendix 2
                                   Recommendation Tracking – Progress Report (January 2009)

     Categories

     1-   Stop monitoring
     2-   Achieved
     3-   Not achieved (Obstacle)
     4-   Not achieved (Progress made acceptable. Continue monitoring)
     5-   Not achieved (Progress made not acceptable. Continue monitoring)
     6-   Not for review this session

     Inquiry into Bulky Waste Collections (2005)

     Recommendation for monitoring                Evidence of progress and contextual information                        Status        Complete
                                                                                                                        (categories
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                                                                                                                           1 – 6)
                                                                                                                           (to be
                                                                                                                         completed
                                                                                                                        by Scrutiny)
            RECOMMENDATION 1
                                              •   Clear instructions given by call centre staff when bulky collection
            That the department makes it          requested. This includes details of what can be collected by the
            clear and explicit to residents       service and how and where items should be presented for
            where and how bulky items             collection.
            need to be presented in order
            to avoid confusion for the        •   Information about the bulky item collection service are given on
            operatives and the public. We         the Council’s web-site.
            also recommend that the
            department develop a method       •   Households in the Headingley area are sent separate information
            of identifying items for              giving details of the service and in particular the arrangements
            disposal, particularly in cases       that are put in place to cover the tenancy changeover period in
            where a ‘pull out’ service is         June/July.
            required.
                                            •   The Council does not offer a ‘pull-out’ service for bulky item
                                                collections ( problems have been encountered in the past with
                                                staff entering private properties to remove items. In addition, the
                                                time allocation for each job is on the basis of items being easily
                                                accessible and presented outside )



          RECOMMENDATION 2
                                            •   Clear guidelines given by call centre staff, re: what can & can not
          That the department have a            be taken.
          clear strategy to communicate     •   Clear details of what can be taken by the service on the Council’s
          with residents what constitutes       web-site.
          trade waste (including            •   Call centre staff advise trade waste customers that the Council no
          arrangements for house                longer offer this service and direct them to the private sector.
Page 59




          clearances) and under what        •   In view of the 13 collections per year allowance for domestic
          circumstances residents and           customers a single household will not be able to exceed this
          the business community can            allowance. Where bulk clearances are requested this is referred to
          be expected to be charged for         a Streetscene Manager for inspection and costing.
          the service.

          RECOMMENDATION 3
                                            •   Crews are to be issued with cards to leave at properties where a
          That the department                   collection has not been possible, usually due to non-presentation
          establishes a clearly                 or access difficulties. The customer is asked to contact the Council
          communicated procedure for            to re-book the collection.
          missed collections.

          RECOMMENDATION 4

          That the department undertake     •   Contact centre staff identify waste that can not be removed by this
          a thorough education                  service when the initial request is made by the customer. Waste
          campaign for Councillors,             regarded as hazardous – customers are referred to the Chemical
          ALMO staff and members of             Advisory Service within Environmental Services. The contact
          the public with regard to what       details are given on the Council’s web-page. Where appropriate
          is hazardous waste and who to        arrangements are made with a specialist contractor to have the
          contact for its disposal.            waste removed. The Council does not provide a removal service
                                               for asbestos but customers can take their own asbestos waste to
                                               Kirkstall TLS for which a disposal charge is made.

          RECOMMENDATION 5

          That the department seek the     •         As part of the refuse collection service standards review work
          views of users of the bulky                that will be undertaken during 2009/10 customer consultation
          items collection service in such           and satisfaction surveys will be carried out
          a way as to provide baseline
          customer satisfaction
          information to compare
          performance year on year.

          RECOMMENDATION 6
Page 60




          That the department develop          •     The majority of bulky item waste is disposed of through the
          key indicators which show the              Household Waste Sorting Sites which do not have weighbridge
          types of waste being collected             facilities. Waste is recorded by type but accurately identifying
          and their disposal to ascertain            recycling levels by weight would be difficult.
          the percentage of bulky waste
          being recycled or going to
          landfill.

          RECOMMENDATION 7

          That the department further              • Discussions with the voluntary sector have started. Positive
          develop initiatives which link             discussions through the Voluntary and Community Sector
          the bulky items collection                 Recycling Credit Scheme. Some capacity building is needed
          service with the recycling                 with individual groups to get to the point where they could
          policy, such as liaising with              collect on behalf of L.C.C.
          voluntary furniture stores. We
          also recommend that the
          department seeks ways of              The redevelopment of the East Leeds TLS site has begun which
          establishing partnerships with        will include a re-use shop. Discussions are on going with social
          other areas of the voluntary          enterprise organizations regarding operating this facility.
          sector which may provide an
          avenue to recycle and re-use
          materials, in consultation with
          Area Committees.




          RECOMMENDATION 8

          That the department look for      •     The redevelopment of the East Leeds TLS site has begun
          further income generation             which will include a re-use shop. Discussions are on going with
          schemes in terms of recycling         social enterprise organizations regarding operating this facility.
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          and re-use.                           Re-useable items collected via the bulky item service will be
                                                sold through this outlet.
                                            •     The Council has a number of contracts in place for the disposal
                                                of recyclable materials. Only metal, cardboard and paper
                                                generate income although the contract s are linked to market
                                                prices which means that income levels change. The remaining
                                                contracts are either cost neutral or at a cost to the Council.
                                            •     A pilot scheme has recently been set up to allow re-usable
                                                white goods to be refurbished and put back into use through
                                                selected charitable organizations. Although this scheme
                                                currently diverts goods from 4 HWSS the potential for the future
                                                is to extend it to white goods collected via the Bulky Item
                                                Service.
                                            •     At the point of contact with the Call Centre if a customer
                                                enquires about their items being re-used they are directed to
                                                one of five social enterprise organizations who will collect
                                                furniture free of charge. The SEO’s have a limited capacity to
                                                deal with work referred from the Council.
          RECOMMENDATION 9

          That the department consider
          the use of the internet in         •   SMS Texting is used to notify customers of planned bulky
          accessing the service both in          collections. The Contact Centre is not yet able to accept service
          terms of information and in            requests by text..
          requesting a service.              •   Work is on-going with ICT to develop an on-line booking service.

     RECOMMENDATION 10

          That the department                •     The ALMOs are not charged for the collection and disposal of
          investigate and discuss the            bulky household items if collected by Streetscene Services.
          following options as a basis of
          finding a solution to the issue
          of charging ALMOs for
          disposal of bulky items:
Page 62




          That the department establish
          whether it would be possible to    •     The last advice given by the Environment Agency was that this
          define ALMOs as agents of the          would not be possible. This issue has not been pursued as the
          department when collecting             situation appears to be working well.
          and disposing of bulky items.
                                             •     Any other type of waste collected by the ALMO’s would be
                                                 regarded as non domestic and therefore chargeable.
          That the department, in
          conjunction with the Strategic
          Landlord and ALMOs,                •     The ALMOs have well developed disposal arrangements in
          investigate the possibility of         place with private sector waste disposal contractors that appear
          ‘top slicing’ the management           to work effectively.
          fee allocated to ALMOs to
          provide an annual payment to
          Environmental Services,
          together with a service level
          agreement which allowed a
          defined number of free visits to
          disposal sites for ALMO
          operatives.


     RECOMMENDATION 11

          That the department reinforce     •     In some high and low rise flats bulky items are stored in a
          the relationship with the             central location on site and collected by Streetscene Services on
          caretakers of multi-storey            request free of charge, This arrangements is working well.
          accommodation to encourage
          them to request the collection
          service in good time and to
          help manage how bulky items
          are presented where there is an
          issue of health and safety.
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     RECOMMENDATION 12

          That the department considers     •     In some high and low rise flats bulky items are stored in a
          its service to multi-storey           central location on site and collected by Streetscene Services on
          accommodation and how it              request free of charge, This arrangements is working well..
          might encourage residents to
          make full use of the bulky item
          collection service provided by
          Environmental Services.
     Inquiry into Anti-social Behaviour Intervention (2005)

          Recommendation for monitoring            Evidence of progress and contextual information                       Status        Complete
                                                                                                                        (categories
                                                                                                                           1 – 6)
                                                                                                                           (to be
                                                                                                                         completed
                                                                                                                        by Scrutiny)
     RECOMMENDATION 1                           To be scheduled in the work programme at the appropriate time.

      That the department report back to the
      Board progress on previous
      recommendations relating to anti-social
      behaviour.

      RECOMMENDATION 2
Page 64




                                                Update December 08
      That the Scrutiny Board receives a        The Safer Leeds Partnership Plan has been produced for the period
      detailed appraisal of the Safer Leeds     April 2008 to 31 March 2011. The Executive Board approved the
      Strategy and an update on progress        Safer Leeds Partnership Plan in April 2008.
      made on the action plan.
                                                The delivery plans will be refreshed and reviewed on an annual
                                                basis. The Safer Leeds Executive has completed the second joint
                                                strategic assessment (analysis of crime and disorder in Leeds) for
                                                the period 08/09 and reviewed the current delivery plans. The
                                                refreshed delivery plans and priorities are currently being developed
                                                for April 09 to 31st March 2010.


     RECOMMENDATION 3
                                                Update December 2008
      Whilst noting the work already taking
      place we recommend that the police        Following a review of the panel process, to maximize relevant input
      and the Anti-Social Behaviour Panels      a new streamlined panel system has been introduced in which all
      work towards preventing multiple          the divisional panels meet on the same day. An offender
      breaches of ASBOs, particularly where       management team has been set up within the ASBU to better track
      the behaviour represents a serious          and manage ASBOs; the process includes reviewing all orders due
      breach and that first time breaches are     to expire, visiting both perpetrator and victim prior to panel, and
      dealt with robustly.                        amending orders where appropriate.


     RECOMMENDATION 4

      That the Neighbourhoods and Housing         Update December 2008
      department researches the reasons for       See Recommendation 3 update.
      breaches of orders to determine how
      they can be tailored more effectively to
      individuals with the aim of minimising
      breaches.

      RECOMMENDATION 5
Page 65




                                                  Update received in June 2007 – recommendation completed
      We recommend that the
      Neighbourhoods and Housing                  Although legal outcomes clearly demonstrate where actions have
      department consider how other               been taken to deal with ASB much of the work of the unit aims to
      measures are utilised before ASBOs          resolve cases without the need to use legal measure if possible
      are put in place in order to preserve the   through prevention and diversion work.
      ASBO as a measure of last resort, in        Analysis of cases closed between August and October 2006 found
      most cases. We also recommend that          that 105 cases were closed due to no further complaints. The most
      ASBOs are not used routinely in             common activities undertaken to resolve the ASB was the use of
      circumstances involving domestic            ABCs (acceptable behaviour contracts) and ASB warnings (pre
      violence or where there are mental          legal action warning). Other measures include other
      health issues.                              warnings/cautions (Housing caution/ Notice of Intention to seek
                                                  possession, verbal warnings by Police, ASBU or ALMO, referral to
                                                  diversionary schemes.

                                                  In the period June- November 2006 the ASBU entered into 66
                                                  ABCs with individuals.
                                                  Further analysis to measure the success of ABCs has established
                                                  that of the 524 used by the unit (since recording began) only 25
                                              individuals receiving an ABC have progressed to an ASBO. (less
                                              than 5%).

                                              The circumstances surround Domestic Violence would usually
                                              exclude the opportunity to use ASBO legislation (the definition
                                              states “… causing harassment, alarm of distress to one or more
                                              people not of the same address…”) There may be occasions when
                                              the behaviour resulting in domestic violence impacts on people
                                              outside the immediate household and under these circumstances
                                              an ASBO may be appropriate. In addition the ASBU and Police are
                                              represented on MARACs (Multi Agency Risk Assessment
                                              Conferences) where cases involving high risk victims and
                                              perpetrators of Domestic Violence are considered and any decision
                                              to use an ASBO would be done in consultation with these groups.

                                              In relation to both domestic violence and mental health cases any
                                              decision regarding the use of an ASBO would be made through the
Page 66




                                              ASB panel process where representatives from relevant partner
                                              agencies including social services would consider the whole
                                              circumstances of a case before approving a course of action.


      RECOMMENDATION 6
                                              Update December 2008
      We recommend that the
      Neighbourhoods and Housing              Leeds was last visited by Respect Task Force (RTF) in April 2007.
      Department submit a further report to   RTF has now been replaced by the Youth Task Force, which funds
      the Board detailing whether joint       both coordination and activity towards its action plan.
      working between different services to
      support ASBOs is successfully and
      effectively employed.
     RECOMMENDATION 7
                                                  Update December 2008
     That the Positive Actions for Young
     People scheme is evaluated and               A full evaluation called “The Story So Far” was published in autumn
     assessed according to its impact on          2008 and describes the work, success and outcomes of the first five
     anti-social behaviour.                       years of PAYP in Leeds. Over 8,000 young people have accessed
                                                  PAYP activities, 330 projects have been delivered with 31 partner
      We also recommend that should the           agencies, and 1,224 young people have received individual PAYP
      evaluation of the scheme confirm its        keyworker intervention during this five year period. The evaluation
      success, it is appropriately funded to      document would be readily available to Scrutiny Board members. It
      allow further development and greater       includes some very interesting and noteworthy case studies.
      capacity.
                                                  PAYP funding, through an Area Based Grant, is secure until March
                                                  2011. Additional investment from DCSF, for targeted work on
                                                  weapons awareness and gang culture related work, is confirmed as
                                                  from April 2008 for a three year period.
Page 67




      RECOMMENDATION 8
                                                  Update December 2008
      That where further operations, such as
      Operation Chariot, are proposed,            During 2007 there were 30 separate Operation Champions and
      consideration is given to extending         during 2008 there have been 36. All inner and outer areas have had
      activities to the district centres within   operations take place within them during this time but the emphasis
      Leeds, taking into account the type of      has been on the inner areas due to the nature of the problems that
      issues specific to the area.                exist within those areas. . The areas are chosen generally by the
                                                  relevant police division and the NPT Inspectors with that division
                                                  and this decision is intelligence led however each operation is
                                                  preceded by a planning meeting attended by all participating
                                                  agencies and this provides an opportunity to bring information to the
                                                  table to help in refining the area where each operation is to be
                                                  focussed to ensure that resources are deployed in the most
                                                  effective manner and place throughout the duration of the operation.
                                                  These meetings are co-chaired by The NPT Inspector and the
                                                  relevant Area Community Safety Co-ordinator and are often
                                                  attended by ward members as well.
      RECOMMENDATION 9

      That the Anti-Social Behaviour Panels        Update December 2008
      periodically review their workloads and
      membership to ensure that capacity is        See Recommendation 3 update.
      maximised and that input from other
      organisations, particularly in the
      voluntary sector, is utilised effectively.

      We also recommend that where the use
      of supported measures is increased by
      the Anti-Social Behaviour Unit, this is
      matched by an increase in capacity in
      the Anti-Social Behaviour Panels.

      RECOMMENDATION 10
                                                   Update December 2008
Page 68




      That the Director of Children’s Services
      and the Anti-Social Behaviour Unit           CLT considered a report in March 2008 that considered lessons
      consider and review the implications of      from the impact of support and enforcement interventions on a
      the Children Act with regard to anti-        family with multiple issues. As a result it has been agreed that the
      social behaviour measures, and update        Director of Children’s Services is empowered to make a decision on
      the appropriate Scrutiny Board of any        actions to be taken with families with children where no agreement
      issues arising.                              can be reached between services.

     RECOMMENDATION 11

      That consideration is given to the           Update received in June 2007 – recommendation completed
      provision of additional PCSOs and
      Neighbourhood Wardens throughout             PCSO numbers have increased to 170
      the city to support the various
      strategies for tackling anti-social
      behaviour.
      RECOMMENDATION 12
                                                  Update received in June 2007 – recommendation completed
      That Ward Members are systematically
      kept informed of anti-social behaviour      A database of all ASBOs is now sent out monthly to lead members
      issues and activities within their Ward     for CS ( to then be disseminated through their own internal
      by Council departments and ALMOs,           routes).The Council’s intranet is undergoing a facelift and it is
      within the constraints of the law. We       intended that this information will be made available via the intranet.
      recommend that a mechanism be               Other data regarding cases being dealt with by the ASBU is
      established that will allow the ‘two way’   available on a ward basis and this will also be made accessible via
      sharing of information from Ward            the intranet.
      Members. We also recommend that             ASBU team leaders and officers attend Area Committees as
      Council departments and the ALMOs           required and local forums to update on action being taken. ALMO/
      ensure that the same level of               ASBU meetings take place on monthly basis to review cases and
      communication occurs between                staff from both organisations attend local ‘tasking’ meetings.
      themselves.
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      RECOMMENDATION 13                           Update December 2008

      That the Youth Service reports back to      The Revizit programme, delivered jointly by Youth Service and
      the Scrutiny Board on the progress of       Youth Offending Service, was originally a pilot project in West
      the Revizit scheme and how it might be      Leeds. All five wedges now have a Revizit programme in operation.
      implemented more widely                     All the schemes are well attended and showing encouraging signs
                                                  of effectiveness.

      RECOMMENDATION 14
                                                  Update December 2008
      That appropriate Scrutiny Board
      receives information from Youth             Ward allocations for Youth Service area based work were reviewed
      Services regarding the distribution of      and increased in mid 2008 and communicated to all councillors.
      resources, the relationship with the        The Breeze Youth Promise has been finalized by young people.
      ‘narrowing the gap’ agenda and              This sets out a full list of entitlements for young people in the city.
      whether there is scope for further        Its contents, and its relationship with various strategies and
      developing ways of ‘rewarding good        expectations, have been the subject of a major enquiry by the
      behaviour’ in young people.               Children and Young People’s Scrutiny Board.

      RECOMMENDATION 15
                                                Update December 2008
      That consideration is given to Youth
      Services working more actively with 8 –   The Youth Service target age range is prescribed nationally as 13 to
      13 year olds, should funding allow.       19.     Within Leeds a flexible approach is taken whereby
                                                approximately 20% of young people in contact with the service are
                                                aged 11 and 12. Given resource limitations and Best Value
                                                Performance indicators to achieve for the 13 to 19 age group, it
                                                would be difficult for the Youth Service, as one agency, to increase
                                                the current level of flexibility.

                                                Some specific, additional, measures have, however, been taken in
                                                order to partially address the issues. For example:-
Page 70




                                                - Senior member training to enable older young people to work
                                                   with a younger age group in a voluntary capacity but supported
                                                   by youth workers.
                                                - Youth development workers funded by some Area Committees
                                                   to support voluntary organisation work with the 8 to 13 age
                                                   range.
                                                - Allocation of Positive Activities for Young People (PAYP)
                                                   funding to the younger age range.
                                                - Open age range for Breeze on Tour events.

     RECOMMENDATION 16

     That the Youth Offending Service           Update December 2008
     analyse the reasons for non-attendance
     for parent programmes in order to          Leeds has now established a Parenting Unit, based within
     devise alternative methods of making       Children's Services which coordinates parenting provision within the
     contact with parents of young              city. Two senior parenting practitioners are employed to work with
     offenders.                                 the unit. Funding for these employees comes from the Youth Task
                                             Force.

                                             Engagement with parenting programmes has increased following
                                             the introduction of the 16 week Webster Stratton parenting
                                             programme which continues to operate across the city. Parents of
                                             young offenders also have access to the 6 week Escape parenting
                                             programme which has been developed by the Trust for the Study of
                                             Adolescence. Both programme include significant pre programme
                                             engagement as part of their methodology and this has secured
                                             much better attendance. The programmes are fully evaluated and
                                             monitored.

                                             Organisations that provide interventions to young people known to
                                             the Anti Social Behaviour team including Signpost, the 2 Senior
                                             Youth Inclusion Programmes, 5 Junior Youth Inclusion Programmes
                                             and Positive Activities for Young People refer into and co-staff a
Page 71




                                             number of these parenting programmes.

                                             The Courts remain reluctant to make Parenting Orders (preferring
                                             voluntary contracts of engagement) given that the process for
                                             breaching parenting orders remains unclear. This is a national issue
                                             which the Youth Task Force is progressing with the Home Office.

     RECOMMENDATION 17

     That, should the scheme ultimately be   Update received in June 2007 – recommendation completed
     judged to have been successful, the
     Neighbourhoods and Housing              This scheme will be expanded from 2006 into other areas using
     department considers the long term      Safer & Stronger Communities fund and NRF. While this funding
     funding for Signpost, both through      isn’t mainstream it will support the scheme over the next two years
     mainstream budgeting and through        and will be developed to meet the Governments RESPECT agenda.
     funding from other partners beyond
     March 2006 and that a city wide
     application of the scheme be
     considered.
     RECOMMENDATION 18                        Update December 2008

     That Education Leeds provides to a       (i) Education Leeds, Attendance Strategy Team can provide
     future Scrutiny Board an update on its   Scrutiny Members with updated reports on strategies and policies
     policies regarding truancy prevention,   regarding attendance improvement, persistent absentees and
     including information on the guidance    truancy prevention as requested; including City Centre, Truancy
     provided to parents and the latest       Watch East and local area Truancy Sweeps, Attendance
     information on initiatives such as the   Champions Initiatives, Target School action, Children Missing
     City Centre Truancy Sweep.               Education, Looked after Children protocols and use of Legal
                                              interventions, including Parenting Orders, Parenting Contracts and
     We also recommend that such Truancy      Penalty Notices.
     Sweeps are done as regularly as
     possible in order to maintain the        An update report on the impact of these initiatives and the
     momentum and the profile of the          Attendance Strategy can be found on the Education Leeds site
     message                                  http://infobase.leeds.gov.uk/Infobase/DocumentsArea/ContentPage
                                              s/Document.aspx?HoldingPageId=2142 and the Annual Attendance
                                              and Exclusions report 2006/07
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                                              http://infobase.leeds.gov.uk/Infobase/DocumentsArea/ContentPage
                                              s/Document.aspx?HoldingPageId=1611

                                              New initiative to improve attendance and reduce persistent
                                              absentees since June 2007:

                                                 •   Refocus of the Education Welfare Service, renaming to the
                                                     Attendance Strategy team. This included the positions of
                                                     Attendance Advisers one of whom has a specific remit of the
                                                     Youth Task Force.

                                                 •   A specific Children Missing Education Team (CME) based at
                                                     Merrion.

                                                 •   The ‘Power of Me’ Anti Bullying initiative.

                                                 •   Involvement of ASB Officers at Multi Agency meetings such
                                                     as School Attendance Panels.
             •   Funding was secured for the academic year 2007/08 for the
                 implementation of the Truancy Watch East Team, who do
                 daily sweeps in the East of the City in conjunction with the
                 WYP.

             •   Raised awareness of Child Employment within the City.

             •   Training of all new PCSO’s around attendance.

             •   Attendance Strategy Team Looked After Children protocol in
                 place.

             •   Roll out of the CAF training to all Attendance Improvement
                 Officers.
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             •   Attendance Improvement Officers located within clusters to
                 enhance a more multi agency approach for the family.

             •   Implementation of the Safer School initiative in partnership
                 with WYP.

             •   ‘Say No to Knifes’ campaign in partnership with WYP,
                 Education Leeds, Safer Leeds and Royal Armouries.

             •   Issue of penalty notices for pupils who are found in a public
                 place during the truancy sweeps within the first 5 days of an
                 exclusion.

          (ii) Truancy Sweeps are planned activities with WYP, under the
          Crime and Disorder Act and as such must be undertaken with the
          cooperation and permission of the Police who have the legal power
          to stop and detain truants if necessary.

          The academic year 2007/08 the AST and WYP have carried out
                                               160 sweeps and 1027 pupils were stopped within the City Centre.
                                               AIO's participate in local truancy sweeps in partnership with the
                                               School Youth Service Officer, these usually are in connection with
                                               Operation Champions that run within the City.

                                               Funding was secured from SSCF funding, Area Management
                                               Boards, Education Leeds, Tasking groups and David Young
                                               Community Academy in April 2007 which enabled us to develop a
                                               dedicated Truancy Watch Team in the East of the City. From June
                                               08 to November 08 58 sweeps have been carried out and 224
                                               pupils were stopped. We are currently seeking funding with a view
                                               to a possibility to expanding this city wide.


     RECOMMENDATION 19                         Update received in June 07 – recommendation completed

     That consideration is given by            Education Leeds have been working closely with Enterprise
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     Education Leeds to introducing            Advisory Service and the Learning & Skills Council to form Leeds
     business and enterprise and other         Enterprising Schools Partnership which has been establish to
     vocational skills into schools to         support schools in developing their Enterprise Education capacity.
     channel young people’s entrepreneurial
     interests and that any examples of this   The Partnership Programme provides:-
     type of project currently being
     undertaken by schools be circulated to       •   Senior Management briefing on Enterprise Education
     the Board.                                       capacity building
                                                  •   Briefing for key staff on Ofsted Enterprise Inspection Criteria
                                                  •   Support for key staff in completing the Enterprise
                                                      Progression Guide
                                                  •   Support in identifying gaps in provision
                                                  •   Access and support to Staff Development Programmes
                                                  •   Access and support to Activity Brokering Services
                                                  •   Access and support to materials provision/development
                                                  •   Access and support to business and employer engagement
                                                      programmes
                                                  •   Access and support to match funding activities
          Enterprise Funding - All secondary schools have been awarded
          funds, between £15,000 and £20,000 per annum, to support the
          inclusion of enterprise programmes into the curriculum at KS4 and
          there is an expectation that all KS4 students will experience the
          equivalent of 4 days of enterprise activities a year.

          As a result of this there are many commercial organisations offering
          services to schools most of which are 'events' of one day duration.


          Education Leeds Education Business Partnership (EL EBP)
          support schools throughout the city to deliver enterprise events,
          examples include:
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          Everyday Economics Project
          Fifty five Year 10 students at Priesthorpe High School worked with
          business volunteers on an Enterprise project that simulated the
          running of a business. The objectives were to develop students’
          financial awareness and their understanding of how businesses
          operate and the role they play in the economy.

          Coca Cola visit
          GCSE Business Studies students from Wortley High School visited
          Coca Cola Enterprises in Wakefield. The objective was to develop
          business knowledge including marketing, sales, production and
          distribution.

          Enterprise Day
          Bright Futures and Business Dynamics delivered an Enterprise
          event for Crawshaw High School . The objective was to develop the
          communication, problem solving and personal financial awareness
          of 205 Yr 10 students.
          Stock Market Challenge Activity
          Bruntcliffe High School is running the Stock Market Challenge
          project from December 05 to April 06 with the aim of developing the
          economic understanding of 280 Yr 10 students. The project entails
          the students researching companies and then (a virtual exercise
          only) buying and selling of shares.

          ‘Newsletter’ Literacy & ICT Activity at Yorkshire Post Newspapers
          Education Leeds EBP worked with the Education ‘Newsroom’ at
          Yorkshire Post Newspapers to offer one-day activities for students
          that involved using Quark Express software to write articles for a
          newsletter. At the end of the activity each student left with a colour
          copy of a 4 page newsletter. The schools that took advantage of
          this activity were Woodkirk, Wortley, Roundhay, Priesthorpe,
          Lawnswood, South Leeds and Crawshaw High Schools.
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          Forensic Science Workshops
          CSI Workshops is a company that delivers forensic science
          workshops in High schools that are designed to inspire and enthuse
          students about scientific careers. Students learn about the retrieval
          of finger prints, foot prints and the analysis of blood spatter patterns.
          They use this knowledge to work in teams on a crime scene with a
          view to identifying the culprit. Education Leeds EBP supported 7
          Leeds High Schools to purchase workshops for Year 10 and Yr 11
          students. Participating schools in January and February 06 were
          City of Leeds, Morley, Temple Moor, Allerton, Horsforth, Woodkirk,
          St Mary’s Menston and Boston Spa High Schools.

          During Enterprise Week, in November, a number of funding bodies
          support enterprise events on a regional basis inviting schools from
          across West Yorkshire to take part in competitive events such as
          the Real Business Challenge sponsored by Coca Cola Enterprises.
          Throughout the year many schools organise their own enterprise
          programmes.
          Over the past two years DTI have sponsored Enterprise Advisers to
          work with schools to advise on the development of enterprise skills
          but this programme is due to finish in July 2006.

          EL EBP also supports Enterprise activity for students indirectly, by
          organising Teacher Professional Development Placements in
          industry, for example, training teachers in the use of Debtcred, the
          High Sheriff’s financial literacy project and Face to Face Finance,
          sponsored by Royal bank of Scotland. Both of these programmes
          are free to Leeds High Schools and are an important component of
          developing an understanding of enterprise. Also a wide range of
          professional development opportunities are offered for teachers to
          experience enterprise in industry, for example, Tesco have provided
          placements for teachers wishing to gain an understanding of the
          retail industry.
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          One of the key challenges in schools is to ensure that the concepts
          of 'being enterprising' are integrated into the curriculum and not
          considered as another subject to teach. The key skills are learning
          to work in a team, learning to respond positively to change and
          challenging circumstances and developing a creative approach to
          problem solving. An enterprise programme should also include an
          element of financial awareness.

          A wide range of vocational subjects are available to students in
          Leeds, many of which include work placements and a reduced
          timetable at school. An example of a creative approach to course
          development is the BTEC Environment course run by Joseph
          Priestley College with the support of South Leeds CLC which
          provides students with laptops that can be used in the field to follow
          and record course materials.

          However, many of these courses are taken up by students who are
          disaffected with school rather than students who are disaffected
          with the curriculum. Another challenge therefore is to introduce
          vocational subjects for students of C/D borderline and above ability
          who have the motivation to learn but need a more interactive
          approach to their learning and demand a greater understanding of
          the relevance of their learning to their everyday lives. In support of
          this need Education Leeds EBP has developed resources for the
          BTEC First Diploma in Retail working with nine partners in the retail
          industry, the Sector Skills Council and Park Lane College. The
          course is running at Pudsey Grangefield school where students are
          offered a wide range of opportunity to visit companies related to the
          retail industry and encouraged to learn independently with the
          teacher acting as a facilitator. Similar resources are under
          development to support BTEC Hospitality and Art & Design courses
          due to start in September 2006.

          Education Leeds EBP has also supported the creation of resources
          for vocational qualifications through the Teacher Professional
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          Development Placements programme by identifying companies
          willing to collaborate in the production of classroom resources. The
          first resource is a case study based on Rhodia UK Ltd, a local
          chemical company. Created by two Leeds science teachers the
          resource is designed to support the teaching of the Applied Science
          GCSE and comprises a DVD with presentations about the company
          history, products and H&S regulations. It also includes printed
          copies of actual company documents including H&S reports, risk
          assessments, H&S Policy, Company Training Policy, company
          structure, job descriptions.


          Leeds has a very well developed an extensive Vocational Offer
          that is available to all 14-16 Year olds across the city. A wide range
          of organisations are involved in the delivery of this provision
          including; FE Colleges, work-based learning providers, City
          Learning Centres, LCC Jobs & Skills Department and Voluntary and
          community Sector organisations as well as schools themselves.
          Currently around 2,500 young people in Year 10 and 11 spend at
          least one day per week undertaking a vocational programme
          outside the school, studying for one or more of nearly 100 different
          qualifications. Several of the programmes available such as the
          Young Apprenticeship Scheme and Job Guarantee Scheme involve
          extensive workplacements.

          Details of all the vocational programmes available to young people
          in Leeds are contained in the 14-16 web-based prospectus
          available at www.vocationallearningleeds.org

          The Education Business Partnership Team within Education Leeds,
          supported by a grant form West Yorkshire Learning and Skills
          Council, are driving forward a number of enterprise programmes
          which include:
                 During 2006/07 all high schools will be supported in
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                 developing an action plan to support the introduction of
                 enterprise across the curriculum
                 An Enterprise Forum has been established to which
                 Enterprise Coordinators in all high schools are invited. This
                 meets each term and offers an opportunity for training and
                 dissemination of ideas.
                 Working with the Business and Enterprise schools to support
                 delivery of enterprise programme ‘Project Business’ and
                 support the training of staff in identified schools.
                 Individual, city wide and regional enterprise challenges for
                 high schools supported by a range of business partners e.g.
                 Real Business Challenge with Coca Cola Enterprises and
                 Flat Pack Challenge with IKEA; Rotary Club Technology
                 Challenge.
                 Five day programmes involving a whole year group (Y7 &
                 Y9) and all curriculum areas developing, producing and
                 marketing a new product or service e.g Candy Company,
                 promotional campaign for British Legion.
                 Mini enterprise programme for SEN groups in conjunction
                                                    with John Smeaton High School
                                                    Teacher Professional Development days in industry which
                                                    result in the development of new classroom based curriculum
                                                    support materials e.g. visit to chemical company to support
                                                    delivery of science. Visit includes input on how principles of
                                                    enterprise can be introduced into curriculum.
                                                    Just The Job programme supports Y6 children from 15 inner
                                                    city primary schools to engage in a number of lessons
                                                    explaining the world of work followed by visits to two local
                                                    companies. This involves 45 companies and 700 children.
                                             The LEGI funding recently awarded to the city will provide an
                                             opportunity to expand on this foundation and, in particular, provide
                                             additional support for schools in some of our most deprived areas.

     RECOMMENDATION 20
                                             Update received in June 2007 – recommendation completed
     That as an Authority we are robust in
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     our enforcement and that enforcement    The only time when an application will come before the licensing
     protocols are quickly put in place.     committee is if the applicant has a relevant offence and the police
                                             object. In such instance the committee has two options - reject or
     We also recommend that an analysis of   grant the application. The Act does not appear to allow for the grant
     the Government’s Alcohol Misuse         subject to conditions.
     Enforcement Campaign is provided to
     the appropriate Scrutiny Board,         Where an existing personal licence holder is convicted for a
     detailing the lessons learnt.           `relevant offence' before the Magistrates, he is duty bound to advise
                                             the Magistrates that he is the holder of a Personal Licence. In this
                                             instance it is the Magistrates who decide on the penalty to be
                                             applied - revocation or suspension of licence.

                                             Enforcement Protocol for the Licensing Act 2003 is in place.
                                             Meetings of all partners held on a monthly basis. Info shared and
                                             problem premises identified. Joint visits between LCC
                                             Entertainment Licensing and West Yorkshire Police regularly held
                                             with positive results.
     RECOMMENDATION 21                          Update received in June 07 – recommendation completed

     That the Scrutiny Commission               The Scrutiny Commission has now ceased, however, the licensing
     undertaking an inquiry into the misuse     aspect falls under the remit of Overview and Scrutiny.
     of alcohol receives the comments and
     recommendations from Scrutiny Board
     (Environment and Community Safety)
     on enforcement and reviews for
     licences.




     RECOMMENDATION 22
                                                Update received in June 07 – recommendation completed
     That Council departments consider
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     how ‘good news’ press releases can         Continue to consider all positive stories as good news opportunities
     emphasise the positive contributions       and to link with Children’s services to make the most of such
     being made by young people.                opportunities.
                                                Work is also underway to link with the Youth Council to establish
                                                links and identify opportunities to work together to promote young
                                                people who have made positive contribution. An event is being
                                                considered aimed at young people to make them aware of the work
                                                being done to deal with ASB and also to recognise young people
                                                are often victims of asb and methods that can be used to avoid
                                                victimisation or how to report incidents.

     RECOMMENDATION 23
                                                Update December 2008
     That the department continues to study
     best practice from other authorities and   Leeds has participated in an ESRC-sponsored seminar series that
     where appropriate apply it to this         featured research and practice in the UK and in Europe. The series
     Council’s own approaches to tackling       concludes with a conference in 2009.
     anti-social behaviour.
                                                Gillian Mayfield, the Public Safety Manager, is being seconded to
                                                 the Youth Task Force from February 2009, and will feed back to
                                                 Leeds identified good practice from other areas.

     RECOMMENDATION 24
                                                 Update December 2008
     We recommend that wherever possible
     the Youth Council is given a higher         The Youth Council has recently reconfigured its working groups to
     profile and that the Youth Council itself   look at different and creative ways to not only engage other young
     seeks creative ways of representing         people, but also elected members and service providers. The
     more widely the views of young people       groups include communications, scrutiny and the Breeze Youth
     across the city, particularly around the    Promise. The Youth Council also works alongside young people
     issue of anti-social behaviour.             from ROAR, (Reach Out and Reconnect) a membership forum that
                                                 enables a wider range of children and young people to be proactive
                                                 in the positive contribution agenda whilst promoting opportunities for
                                                 others. Over the next year the Youth Council will be taking more
                                                 structured activities into schools to seek the views and ideas of
                                                 young people on a variety of issues. They will also work closely with
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                                                 young people from ROAR on a variety of issues including anti social
                                                 behaviour and be part of the extension of the successful Anti
                                                 Bullying Ambassadors programme from schools to communities.

                                                 They are also looking to raise their profile through Campaign work,
                                                 new publicity materials and working with the Breeze website on the
                                                 Have Your Say section of the Breeze Youth Promise. Alongside
                                                 other participation initiatives such as the Anti Bullying
                                                 Ambassadors, Youth on Health, the Youth Council is exploring
                                                 creative ways to use collaborative sites with Leeds Learning Net.



     RECOMMENDATION 25                           Update December 2008

     We recommend that bodies, (public and Under the Breeze Youth Promise agenda, the Youth Council will
     voluntary) working within the         work with a range of young people from different sections of the
     community should look for further     community to check out whether Leeds is keeping its promise of
     opportunities to involve young people    safe
     in community projects, which allow       places to go and things to do, someone to talk to and having
     contact between the different sections   opportunities to have their say. This is a main focus of the Teens
     of the community. We also recommend      transforming Leeds event in February 09, where over a hundred
     that the Council continues to            young people will come together in half term at a young person led
     encourage the involvement of young       event to talk about their issues and solutions.
     people in the democratic functions of
     the Council, such as the Scrutiny         Having won national recognition for their first joint scrutiny process
     process and the work of Area             on Transport, the Youth Council and young people from ROAR will
     Committees.                              be meeting with members of the Children and Young People’s
                                              Scrutiny Board early in the new year to look at building and
                                              developing children and young people’s engagement with the
                                              scrutiny process. Current young people led scrutiny initiatives
                                              include the young people’s scrutiny panel looking at environment
                                              issues, a new young people led scrutiny process for Advice,
                                              Information and Guidance services and an activity pack for schools
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                                              to make young people aware of the Breeze Youth Promise and
                                              obtain their feedback.

                                              The LS£ash group (young people’s panel for Youth Opportunity and
                                              Youth Capital Fund) are training and working with young people to
                                              localize their grant giving activities. Part of this process will include
                                              working with Area Committees to increase young people’s
                                              participation in their decision making activities.
     Inquiry into Affordable Housing (2006)

     Recommendation for monitoring             Evidence of progress and contextual information                            Status        Complete
                                                                                                                         (categories
                                                                                                                            1 – 6)
                                                                                                                            (to be
                                                                                                                          completed
                                                                                                                         by Scrutiny)
     RECOMMENDATION 1                      Following the debates held at the Scrutiny Board a revised Lettings
                                           Policy was implemented in April 06, setting out a number of incentives
     That the Director of Neighbourhoods   for customers living in council or Housing Association homes that are
     and Housing takes forward the         under occupying their home. These include:
     proposal to promote moves for             • awarding Priority Extra where appropriate,
     people under occupying council            • greater promotion and support for those moving, from ALMO
     properties, and also that possible            staff,
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     management incentives for ALMOs to        • The ability for ALMO to consider making financial payments to
     promote the policy sensitively are            assist such customers with the moving process.
     considered.                           In the Department’s view, under occupation does not lend itself easily
                                           to be linked with a financial incentive to the ALMO’s.

                                           The number of council tenants moving to smaller accommodation
                                           rose from 63 in 2004/5 to 175 in 2005/6. Such an increase is in part
                                           attributable to the introduction of the revised policy, but also due to the
                                           lettings as a result of rehousing those displaced from clearance
                                           schemes. In such circumstances, many customers may be let homes
                                           based upon their housing need, and thereby rehoused in smaller
                                           properties.

     RECOMMENDATION 2
                                           Mutual Exchanges have been advertised weekly in the Leeds Homes
     That mutual exchange marketing is     flyer and on the Leeds Homes website since 2005. In addition
     further developed by the Strategic    Housing Associations advertise their mutual exchanges in these
     Landlord and ALMOs.                   media.
                                              Mutual Exchanges have increased from 22.2 per month in 05/6 to
                                              25.7 per month in 06/7.


     RECOMMENDATION 3
                                              Leeds Federated HA and Unity HA advertise almost all their
     That the Neighbourhoods and              properties through the Leeds Homes choice based lettings scheme.
     Housing department encourage             In 2006/7 q1 – 3 131 properties were advertised. Registered Social
     Registered Social Landlords to           Landlord (RSL) properties were advertised. . Negotiations are on-
     advertise their available properties     going with 10 other housing associations to advertise their properties.
     through the choice based lettings
     scheme.

     RECOMMENDATION 4
                                              The Council re-launched the need for nominations in 2006 by
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     That the Neighbourhoods and              developing both a new strategic and operational monitoring structure.
     Housing department develops              Officers are in contact with meet each RSL monthly to discuss their
     stronger links with RSLs, particularly   nominations performance. As a result, nominations performance is
     in establishing nomination               being monitored by Strategic Landlord Group.
     agreements.
                                              All RSLs are expected to sign an agreement stating that they will let a
                                              minimum of 50% of their properties as a nomination. To date 19
                                              RSLs have agreements have been signed covering 85% of RSL
                                              stock in the city

     RECOMMENDATION 5
                                              Strategic Landlord group can now inform ALMOs the average lengths
     That a profile of the housing register   of time to rehouse customers by their Priority band, and for homeless
     is made to find the average length of    customers. This information will be very useful to inform customers,
     time a customer waits for rehousing,     so that they can then make informed decisions on where to be
     and the sizes of households who          rehoused.
     need rehousing.
                                              In addition, reports are now available to demonstrate average length
                                              of time for some customer profiles – by ethnicity, and age.
     RECOMMENDATION 6
                                           A Housing Market Assessment including the needs assessment for
     That the Affordable Housing Task      affordable housing across the City based upon the national guidelines
     Group develops further affordable     set our by the Dept of Communities and Local Government has been
     housing schemes in Leeds, and takes   completed. The conclusion is that there is a need for an additional
     note of key research findings and     1889 affordable homes on a year by year basis for the next 15 years.
     best practice being established       A follow up piece of research has been commissioned which is to be
     nationally.                           made available early 2009. It is not expected that any of the figures
                                           will have altered however it demonstrates that key research is up to
                                           date.


                                           Research has also been carried out to understand the issues behind
                                           the resurgence in social housing being seen by customers as a form
                                           of entry into the housing market. The research was completed in
                                           2007. This research demonstrated that there is a growing demand for
                                           council and social housing. From the 1889 figure requiring
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                                           affordable housing on a year on year basis 30% of the figure relates
                                           directly to the social housing sector.

                                           87 acres of Council owned land has been transferred to The Strategic
                                           Affordable Housing Board in order to develop for affordable housing.
                                           To date the first phase of sites has attracted grant in the region on
                                           £5m and private sector investment in the region of £23m. The first 6
                                           sites will see 190 new affordable units developed. Work is underway
                                           on the preparation of the next phase of sites in order to maximise
                                           public and private sector investment.. In addition a further 5.5m has
                                           been attracted to develop affordable housing on sites within the
                                           Fairfield’s Estate under the Northern Affordable Housing Challenge

                                           Phase 2 Sites – Work has been underway during 2008 to prepare the
                                           remainder of the sites for development. The Partnership has identified
                                           a number of sites which initially could have been sold on the open
                                           market (with the affordable Housing planning component); however
                                           the current financial conditions have led to these sites being
          considered for auction. If the reserve value placed on each of the
          sites is not met. Then consideration will be given to developing the
          schemes for affordable housing utilising resources from the National
          Affordable Housing Programme

          Smaller sites have been packaged up for development and are in the
          process of being procured.

          The two largest sites are Middleton which is located in south Leeds
          and the Beckhills in the North East of the city are in the process of
          having urban design briefs developed that will lead to the future
          procurement of the sites. The work undertaken in terms of Middleton
          is the furthest advanced. Progress reports on all of the sites and
          actions taken are reported on a regular basis to the Partnership.

          Single Regional Housing Pot – A number of sites within the inner
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          urban ring surrounding the City Centre, where obsolete private sector
          back-to-back housing was identified for clearance works has been
          undertaken with the use of Regional Housing Board funding.

          The Councils Executive Board earlier this year agreed that the sites in
          question agreed for the sites to be transferred to the responsibility of
          the Partnership Board in respect of developing the site as and when
          cleared, subject of course to any Compulsory Purchase Order
          requirements.

          The Development procurement brief has now been produced and was
          agreed formally by the Partnership Board at his meeting on the 5th of
          December 2008. The brief is to be circulated shortly to housing
          associations and private sector developers accredited by the Homes
          and Communities Agency to elicit bids which will be subject to an
          agreed assessment criteria.

          The submitted bids will be reviewed by assessment panel made up of
          Council Officers and Representatives from the Homes and
          Communities Agency and the Partnership Board with the successful
          partner being announced in April 2009

          Gipton Homebuy Scheme – The Partnership has been briefed on
          this successful development whereby the Council has used the capital
          receipt from the land sale to purchase equity shares in 25 of the
          properties built on the site. This has been an extremely popular
          scheme and has the added advantage of retaining the homes
          affordable in perpetuity.

          A father scheme is in development with Bellways who have recently
          agreed a joint venture agreement with the Council known as EASEL
          on sites that sit outside the joint venture with the possible support of
          funding from the National Affordable Housing Programme.

          Council House Build -In advance of the governments recent
          announcements the Council following Executive Board approval in
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          April 2008, three sites have been identified to develop over 70
          properties of which approximately 30 will be built for council housing
          with the remainder of the units being funded by funding from the
          National Affordable Housing Programme and housing association
          reserves. The Council House Build units will be funded using a
          combination of capital land receipts and commuted sums.

          It is hoped to present this approach as an exemplar project to both the
          Government Office and the Homes and Community Agency next year.

          Developing a Public - Private Sector Partnership to create
          opportunities within the City Centre – Work has been undertaken
          with Savills to develop a model that can be presented to the Homes
          and Communities Agency in order to attract funding from the £200
          made available by Central Government to the Agency as part of the
          package of measures to stimulate and support the housing market.

          The Council in conjunction with the Partnership Board has also
                                             received a number of other approaches from private sector
                                             organisations and developers which are currently being assessed in
                                             terms of viability and value for money.

                                             First time buyer’s initiatives and Homebuy products are being
                                             accessed by the Council in order to widen the range of affordable
                                             home ownership products available to people in Leeds.


     RECOMMENDATION 7                        The Affordable Housing Delivery Plan that has been agreed by
                                             Executive Board set
     That clear criteria for access to
     affordable housing is developed for     Out a broad strategic framework in relation to developing criteria for
     all schemes, maintaining local links,   access to affordable housing. Separate to this area, Environment and
     and giving priority to those who have   Neighbourhoods and the Development Department are working
     been displaced through regeneration     closely to develop standardised section 106 agreements and in
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     schemes.                                relation to new and existing planning applications are working closely
                                             to ensure that affordable housing requirements are fully met in line
                                             with the Supplementary Planning Guidance and that local
                                             requirements in terms of management and meeting the needs of the
                                             local community are met. An updated SPD ‘Affordable Housing’ is
                                             being produced and having gone through all the various consultation
                                             processes should be adopted early in 2009.

                                             With the current pressures on social housing in terms of managing the
                                             decanting of secure tenants and residents, ongoing work is being
                                             undertaken with the Regeneration Partnerships Division of
                                             Neighbourhoods and Housing to see how additional affordable
                                             housing developed either by public or private sector funding can
                                             assist with the delivery of regeneration schemes and the re housing of
                                             those displaced.
     RECOMMENDATION 8
                                              The Housing Market Assessment will inform and advise in terms of
     That a co-ordinated approach to          housing need across all tenures. Development Department and
     marketing affordable housing is          Environment and Neighbourhoods are working to ensure a co-
     established to ensure that those who     ordinated approach towards the marketing of affordable housing. In
     are eligible are given opportunity to    addition Environment and Neighbourhoods are working closely with
     benefit from the schemes.                registered social landlords who will be either managing or marketing
                                              properties to take into account local requirements where applicable.


     RECOMMENDATION 9                         The Golden Triangle Partnership has been developing a Mortgage
                                              Rescue Scheme in advance of the recent development of the Central
     That the appropriate Scrutiny Board      Government scheme. The procurement process has been undertaken
     receives a progress report on the        and a contractor appointed to deliver the scheme.
     Golden Triangle Partnership

     RECOMMENDATION 10                     Whilst BVPI 64 (non decency in vulnerable private households) is no
Page 90




                                           longerpart of the Gov suite of indicators, the Dept continues to set and
     That the future target attached to    monitor performance in terms of the numbers of households occupied
     BVPI 64 is high enough to ensure that by vulnerable people made decent. In 2008/9 the target is 600 homes
     it drives continued improved          to be made decent
     performance.


     RECOMMENDATION 11
                                              As part of the reorganisation of services and the establishment of the
     That the department considers future     Health and Environmental Action Service in May 2008, the Empty
     funding arrangements for the Empty       Property Team was incorporated as part of the permanent structure,
     Property Team.                           funded through base budget, and continues to operate as a dedicated
                                              unit to address the problems associated with long term empty private
                                              properties
     RECOMMENDATION 12
                                          A report on the outcome of the Housing Market Assessment will be
     That the department reports to the   reported back to the appropriate scrutiny board in April 2007.
     appropriate Scrutiny Board on the
     Housing Market Assessment once
     this is complete.
Page 91
     Inquiry into Regeneration in Beeston Hill and Holbeck (2007)

     Recommendation for monitoring                   Evidence of progress and contextual information                        Status        Complete
                                                                                                                           (categories
                                                                                                                              1 – 6)
                                                                                                                              (to be
                                                                                                                            completed
                                                                                                                           by Scrutiny)
     Recommendation 1:                           We have worked closely with the developer behind this project.
     Shaftesbury House be used as a              Despite various delays, the project is ongoing and does afford a real
     flagship for promoting the regeneration     opportunity to promote the area. We will continue to offer support to
     of the area.                                the developer, not least in seeking to secure a suitable site for the
                                                 required wind turbine, which also affords the opportunity to create a
                                                 Leeds landmark, and statement about the local concern for
                                                 environmental sustainability.
Page 92




     Recommendation 2:                           A wide range of ongoing regular and bespoke consultation has taken
     That clear and regular communication is     place regarding key developments in the area and both the Holbeck
     offered to residents currently not          and Beeston Hill regeneration plans. Despite the loss of significant
     included in regeneration projects in        funding which would have previously underpinned this work, we are
     order to keep them informed of progress     pursuing all opportunities for regular newsletters. The advent of the
     and the likely timescale of future          PFI scheme has enabled a newsletter covering regeneration issues in
     schemes and that the strategy for           the BHH area to be produced, and work is ongoing for a version to be
     achieving this is reported back to the      published in early February. See also answer 8
     Board.

     Recommendation 3:                           Selective Licensing is no longer being promoted for South Leeds,
     That the department report back to the      primarily due to a concern that in an improving area it could possibly
     Board outlining the benefits and risks of   destabilise the market. . However we have been pursuing this as an
     extending the licensing scheme to all       opportunity in the Richmond Hill area, and after a very extensive
     private landlords.                          process, and careful consideration of reservations expressed by
                                                 sections of the private rented sector, we are just nearing securing the
                                                 consent of the DCLG to this scheme.
     Recommendation 4:                         No funding has been available to improve shop fronts. Work is
     That the Regeneration Board make shop     ongoing to progress environmental works, not least on Holbeck Moor.
     fronts a priority (where this has not     However, funding for such projects is going to prove difficult to
     already been done) and that such          achieve at desired levels due in part to the present market valuation of
     schemes include wider factors such as     the potential sites for sale. Such opportunities were viewed as one of
     traffic and environmental improvements    the main mechanisms for funding this work. Given the present
                                               economic climate it is likely that funding will still be forthcoming but
                                               over a longer timescale.

     Recommendation 5:                         Residential use still remains the first choice for the redevelopment of
     That consideration is given to the        this site. However careful consideration will now be required regarding
     appropriate development of the Matthew    when to bring this site to the market.
     Murray school site. We recommend that     Affordable housing options are also being developed for the
     the primary consideration should be the   Beverley’s site which is partly cleared and the land around Brown
     development of affordable housing.        Lane East which will be cleared in the new year.
Page 93




     Recommendation 6:                         Opportunities for this have been limited due to the technical nature of
     That wherever possible, local             the work required, procurement requirements and the scale of the PFI
     businesses within the regeneration area   contract itself. However, the consortia’s still involved with the process
     are employed to undertake regeneration    are indicating that wherever possible and appropriate they do wish to
     activities.                               work with locally based companies to promote local training and
                                               employment.
                                               At the Beverleys site, local companies have been used. For example
                                               following a tendering exercise, demolition work was awarded to the in
                                               house LCC Building Agency, and local removal companies have been
                                               employed to help people move.
                                               At Holbeck Moor, groundwork has assisted parks and countryside
                                               staff to undertake planning and design work.
                                               On the Group repair sites local training and local labour both feature
                                               with 11 of the 20 staff on site being Leeds based. Local firms have
                                               also been used where ever possible; however this does depend on
                                               cost and availability.
     Recommendation 7:                               Since this recommendation was formulated, the Area Regeneration
     That the Regeneration Partnership               Team and both the ‘Sustainable Futures Project’ and the ‘South and
     Manager is proactive in promoting Social        West Leeds Community Capacity Building Project’ have ceased to
     Enterprise support in Beeston Hill and          operate due to the ending of short term funding streams.
     Holbeck with the aim of increasing the          Consequently support for this area of work is now more limited.
     number of social enterprise businesses          However considerable support has been given by the LEGI team to
     being supported specifically in this area       Tiger 11, and the social enterprise and catalyst centre at Hillside has
                                                     now opened.

     Recommendation 8:                               See recommendation 2. Extensive consultation has been undertaken
     That the department ensures that                in regards to both the RHB and PFI sites. Close working has been
     lessons from previous consultation              established with local elected members and members of the
     exercises are applied to the ongoing            community. For example, to inform work on the PFI scheme, a
     communication and consultation within           Community Advisory Group has been established, and the umbrella
     Beeston Hill and Holbeck.                       Neighbourhood Renewal Residents Forum has been enlarged to
                                                     include membership from an adjoining community group. It also
                                                     continues to receive support from both the Area Management Team
Page 94




                                                     and the City Projects Office, who make a small payment to
                                                     organizations represented on the group in return for their assistance
                                                     with communicating information regarding the PFI scheme.

     Recommendation 9:                               In respect of housing regeneration: The PFI bid has been successful.
     Having emphasised the continued                 In addition other work is being funded by the Regional Housing Board,
     importance of Government financial              the Housing Corporation, and preliminary discussions are ongoing
     support, we also wish to urge the               with the private sector regarding the potential for a much wider South
     Regeneration Board to continue with             Leeds Regeneration programme.
     those activities that are still viable and to   As mentioned above and below, many other funding streams have
     begin to seek contingency arrangements          contributed to improvements in educational , health and enterprise
     should future PFI credits not be                schemes.
     forthcoming
     Recommendation 10:                           Updates have not been requested. However it is fair to say that the
     That the appropriate Scrutiny Board          Beeston Hill and Holbeck Regeneration Board has been kept
     receives six monthly updates on the          informed regarding the availability of regeneration funds in the area.
     status of the funding streams on which       Largely this is positive, in that substantial sums are committed or
     the current level of regeneration activity   expected from the sources mentioned above to help regenerate the
     depends                                      area. Other initiatives have been financed through Liftco, BSF and
                                                  housing decency monies. However there have been significant
                                                  reductions in the smaller pots of funding available including
                                                  ERDF/ESF, NRF and SSCF. This is taking its toll in terms of revenue
                                                  funding available to the Council, Partners and the VCF sector to
                                                  deliver improvement programmes and regeneration activity. These
                                                  issues have been well documented at a local and national level.
Page 95
     Inquiry into Lettings (2008)


           Recommendation for                      Evidence of progress and contextual information                     Status           Complete
               monitoring                                                                                            (categories 1
                                                                                                                          – 6)
                                                                                                                         (to be
                                                                                                                     completed by
                                                                                                                       Scrutiny)
     1. That the Strategic Landlord             Strategic Landlord Group is currently consulting on changes to the                   COMPLETE -
     considers how best to involve the          lettings policy, and has included Environment and Neighbourhoods                     Scrutiny Board
     Scrutiny Board (Environment and            Scrutiny Board in the formal consultation process.                                   were included in
     Neighbourhoods), or its successor                                                                                               formal consultation
     body, as part of the annual review of      The proposed changes, discussed in the Scrutiny Board Inquiry                        of review in Aug
     the Council’s Lettings Policy, prior to    into lettings, will be considered by Executive Board in October                      08
     final approval                             2008.
Page 96




                                                Timescale:
                                                June 2008, then ongoing with future lettings policy revisions

     2. (i) That, through the ALMOs, the        Leeds Homes will provide quarterly performance reports on lettings                   Quarter 1 +2–
     Strategic Landlord ensures that all        to all ward members.                                                                 COMPLETE
     local ward members are provided with
     quarterly performance information          Timescale:
     relating to local housing issues, in       From Quarter 1 2008/9, ie July 2008
     particular waiting times and lettings.

      (ii) That, in conjunction with the Head   Strategic Landlord will arrange briefing sessions with Member                        NOT COMPLETE.
     of Scrutiny and Member Development,        Development to tie in with the revision of lettings policy.                          To be completed
     the Strategic Landlord, as and when                                                                                             once Lettings
     appropriate, delivers a series of          Timescale:                                                                           policy handbook
     Member briefing/ information sessions      October 2008, then twice annually                                                    finalised – Jan 09.
     on housing related matters,                                                                                                     Sessions to be
     particularly following any significant                                                                                          undertaken in
     changes to policy.                                                                                                              partnership with
                                                                                                                  Member
                                                                                                                  Development team

     (iii) That, to supplement the Member     Strategic Landlord Group will produce a Members’ Handbook on        NOT COMPLETE
     briefing sessions (referred to above),   the lettings policy and key changes to it.                          – to be distributed
     the Strategic Landlord produces and                                                                          Jan 08
     maintains a Members’ handbook on         Timescale:
     the Council’s Lettings Policies.         October 2008, then updated in line with future lettings policy
                                              revision

     3. That, to enhance the openness and     In future, ALMOs will be expected to consult with local ward        COMPLETE –
     transparency in the development of       members as part of the annual review of LLPs.                       new review
     Local Lettings Policies (LLPs), the                                                                          template includes
     Strategic Landlord ensures that,         Leeds Homes will revise the LLP review template for use in the      requirement for
     through the ALMOs, all local ward        next review scheduled for autumn 2008. Where no evidence is         ward member
     members are formally consulted in a      provided that member consultation has been undertaken, the          consultation
Page 97




     timely and appropriate manner.           council will not approve the LLP.

                                              Timescale:
                                              From September 2008

     4. That, working with each of the Arms   The ALMOs will provide customer information leaflets to customers   NOT COMPLETE
     Length Management Organisations          about their LLPs.                                                   – ALMOs are still
     (ALMOs) and the Belle Isle Tenant                                                                            developing
     Management Organisation (BITMO),         The Leeds Homes website will provide a web link to this             customer
     the Strategic Landlord seeks to          information from all properties with a LLP advertised through the   information
     develop a set of principles to ensure    Leeds Homes website. (Timescale: November 2008)                     leaflets. Improved
     that information on all LLPs in                                                                              leaflets will be
     operation across the City are easily                                                                         developed as part
     accessible by all members of the                                                                             of the LLP review
     public, and are presented in a clear                                                                         (to be completed
     and consistent manner, by December                                                                           June 09)
     2008.
                                                                                                                  Website link
                                                                                                                  delayed due to IT
                                                                                                                         resources
                                                                                                                         dedicated in other
                                                                                                                         housing projects.
     5. That as a matter of urgency, the         Under the ALMO Management Agreement, ALMOs are already
     Strategic Landlord reviews all relevant     obliged to inform the council of any fraudulent activity they are
     policies and procedures to ensure that      aware of.
     each ALMO adopts a consistent               Strategic Landlord Group has included a statement on tackling           COMPLETE –
     approach and takes appropriate legal        fraud in the revised lettings policy. (timescale: Consultation          statement included
     action when the Council becomes             currently ongoing)                                                      in new lettings
     aware that any false and/or misleading                                                                              policy.
     information has been provided at any        In addition, Strategic Landlord Group will develop procedures with
     stage during the application process.       Legal Services and implement a reporting regime. (Timescale:
                                                 August 2008)

     6. That, by December 2008, the              A new customer checklist has been included in the revised Leeds         COMPLETE –
     Strategic Landlord review the               Homes Register application form which will require customers to         checklist included
     application registration procedures to      provide additional proof of identity, for example, copies of official   in new LHR form.
Page 98




     ensure that appropriate checks on           documentation (such as a bank statement or driving licence)
     customers' identities are undertaken at     confirming the name and address of the applicant. (Timescale:
     an earlier stage of the lettings process,   August 2008)
     for example, as part of the housing
     need assessment process.                    The lettings procedures on priority awards will be updated following
                                                 the lettings policy review, to require staff to make identity checks
                                                 being prior to awarding any priority. (Timescale: October 2008)

     7. That, within each ALMO/ BITMO,           The 2008 lettings policy review proposes that main and joint            COMPLETE –
     the Strategic Landlord actively             tenants are photographed prior to taking up their tenancy, to enable    included in new
     promotes the photographing of all           staff to identify the rightful tenant and reduce incidences of          lettings policy.
     main and joint tenants at the time of       subletting. Strategic Landlord will develop detailed procedures to      Recognised as
     signing their tenancy agreements.           ensure this is done according to Data Protection requirements.          good practice in
                                                 (Timescale: Consultation currently ongoing, Executive Board –           ALMO inspections
                                                 October 2008)
     8. (i) That, by December 2008 and in       The proposed revised lettings policy includes a statement that the    COMPLETE –
     conjunction with each ALMO and the         council takes fraud seriously, including subletting (where a tenant   included in new
     BITMO, the Strategic Landlord seeks        sublets the whole of the property to another person), and that all    lettings policy
     to develop and implement suitable          reports of suspected fraud will be investigated. (Timescale:
     strategies to tackle sub-letting of        Consultation currently ongoing, Executive Board – October 2008)
     council properties.
                                                Strategic Landlord Group will encourage ALMOs to publicise
                                                reporting mechanisms such as hotlines or online reporting to tackle   ENE have
                                                subletting.                                                           established a
                                                                                                                      hotline.
                                                Strategic Landlord will develop procedures for ALMOs to follow.
                                                (Timescale: December 2008)                                            Completed &
                                                                                                                      Consultation with
                                                                                                                      ALMOs taken
                                                                                                                      place. To publish
                                                                                                                      when Equality
Page 99




                                                                                                                      Impact
                                                                                                                      assessment
                                                                                                                      complete in Jan
                                                                                                                      09.
     (ii) That a review of such strategies is   As above (Timescale: December 2009)                                   As above
     undertaken 12 months after
     implementation, with a view to
     ensuring such strategies are and
     remain fit for purpose.

     9. That by April 2009, the Strategic
     Landlord, through the ALMOs:
     (i) Ascertains the level of under-         ALMOs are currently gathering data on the level of under-             IT was initially
     occupancy across all council housing       occupancy in their area. This is being undertaken through the         thought that ALMO
     stock.                                     customer profiling process. (Timescale: April 2009)                   collection of
                                                                                                                      customer profiling
                                                                                                                      data would provide
                                                                                                                      data on the level of
                                                                                                                      under-occupation.
                                                                                                                    However, the
                                                                                                                    methodology used
                                                                                                                    by ALMOs robust
                                                                                                                    data. However,
                                                                                                                    alternative data
                                                                                                                    sources are being
                                                                                                                    used to promote
                                                                                                                    the under
                                                                                                                    occupancy
                                                                                                                    scheme – such as
                                                                                                                    data known on
                                                                                                                    length of tenancy,
                                                                                                                    housing register
                                                                                                                    information.
      (ii) Undertakes further research to   In June 2008 Executive Board approved a pilot underoccupation           As of early Dec 08,
      establish the most appropriate        incentive scheme (see point 9 iii below for details). The scheme will   18 family homes
Page 100




      interventions for reducing under-     be evaluated to establish how successful various interventions are      released (most 3
      occupancy across council housing      in achieving moves. (Timescale: April 2009)                             bed+), resulting in
      stock locally.                                                                                                freeing up 39
                                                                                                                    bedrooms of stock.

                                                                                                                    An Executive
                                                                                                                    Board paper will
                                                                                                                    be presented with
                                                                                                                    an evaluations of
                                                                                                                    the scheme in
                                                                                                                    March 08

                                                                                                                    INCOMPLETE -
                                            The Golden Triangle Partnership is planning to commission further       Golden Triangle
                                            qualitative research to evaluate underoccupation schemes, through       Partnership plans
                                            interviewing underoccupiers who have moved successfully as well         for research to be
                                            as those who have decided against moving. (Timescale: 2009/10)          reviewed by the
                                                                                                                    Partnership Board.
                                                                                                                    The Board have
                                                                                                                      not set up a date.

      (iii) Formulate proposals, including the   In June 2008 Executive Board approved the establishment of a            As above (ii)
      allocation of dedicated resources,         £300,000 fund for 2008/9 to provide financial incentives to
      aimed at proactively addressing            encourage underoccupying council tenants to move to a smaller
      under- occupancy, in the longer-term,      property. Tenants will receive £1,000 for each bedroom released by
      across council housing stock locally.      a move. The scheme will initially focus on 4+ bedroom properties,
                                                 but will be rolled out to 2 and 3 bedroom stock in the autumn,
                                                 dependent on the take up of the scheme. (Timescale: April 2009)

                                                 A further report and detailed action plan will be brought back to
                                                 Executive Board proposing a longer term strategy and budget once        As above (ii)
                                                 the initial pilot scheme has been evaluated. (Timescale: February
                                                 2009)

                                                 In addition, the Golden Triangle Partnership is developing a pilot
Page 101




                                                 scheme which aims to relocate a total of 50 underoccupying           INCOMPLETE
                                                 households from across Leeds, Harrogate and York over a two-         No developments
                                                 year period from 2009/10. (Timescale: from April 2009)               yet in Leeds.
                                                                                                                      Golden Triangle
                                                                                                                      Partnership (GTP)
                                                                                                                      Partnership Board
                                                                                                                      will consider this
                                                                                                                      latter in 2009.
                                                                                                                      However in York,
                                                                                                                      GTP agreed in Oct
                                                                                                                      08 to spend £30K
                                                                                                                      for 6 under
                                                                                                                      occupying
                                                                                                                      households units
                                                                                                                      to move into a
                                                                                                                      new build scheme
      10. That the Strategic Landlord:
      (i) Continues to monitor the use of    Following a review, the CBL scheme for accredited private              COMPLETE –
      Leeds Choice Based Lettings (CBL)      landlords was relaunched in March 2008. The scheme is now much         take up from
      scheme, and actively promotes and      more flexible and most landlords are choosing to place                 private sector
      encourages its use as a mechanism to   freestanding adverts in the Leeds Homes flyer and website with the     improved and
      advertise a range of housing options   aim of rehousing more customers from the Leeds Homes Register.         closer working with
      and opportunities, including private                                                                          RSLs on
      landlord accommodation and             Nomination agreements with our Housing Association partners now        affordable
      affordable housing.                    include affordable housing scheme nomination targets as part of        developments.
                                             the agreement. (Timescale: ongoing)                                    Since April 08 to-
                                                                                                                    date, 322 RSL
                                                                                                                    properties, 10
                                                                                                                    affordable housing
                                                                                                                    and 65 private
                                                                                                                    rented properties
                                                                                                                    advertised through
Page 102




                                                                                                                    the CBL scheme
                                                                                                                               .
      (ii) Ensures that affordable housing   The revised Leeds Homes membership pack will include a                 COMPLETE –
      solutions are more closely linked to   ‘Housing Options’ customer information leaflet giving details of       new form with
      the Leeds Homes Register and CBL       alternative solutions to their housing need. (Timescale: August        literature launched
      scheme by actively identifying         2008)                                                                  Oct 08
      appropriate customers and                                                                                     On going -
      signposting them to relevant schemes   IT improvements to the Leeds Homes registration process will           dependant on IT
      in the City.                           enable staff from Housing Needs and the ALMOs to identify tailored     solution delivery in
                                             housing solutions for customers, based on the information provided     early 2009
                                             on their membership form. (Timescale: October 2008)

      11. That, by December 2008, the
      Strategic Landlord:
      (i) Explores and implements ways in    Strategic Landlord Group will develop publicity materials eg posters   INCOMPLETE
      which ‘mutual exchanges’ are better    for housing and one stop offices, articles in ALMO newsletters and     Strategic Landlord
      promoted and marketed as part of the   the Leeds Homes property flyer. (Timescale: December 2008)             Group have been
      available housing options.                                                                                    in negotiations
                                                                                                                    with 2 national IT
      (ii) Considers ways in which a more       Strategic Landlord Group will target mutual exchange information to   based mutural
      proactive approach by staff could help    LCC and RSL tenants with LHR applications registered.                 Exchange
      provide customers with realistic advice                                                                         providers. A
      and help facilitate mutual exchanges      Strategic Landlord Group will develop IT solutions to enable a        decision will be
      where such an approach offers an          better mutual exchange matching process for customers using on-       made in Jan 09 on
      appropriate solution.                     line facilities and for housing staff to actively promote potential   which one to
                                                exchanges between tenants.                                            partner with. The
                                                 (Timescale: December 2008)                                           MX partner service
                                                                                                                      will provide
                                                                                                                      publicity material
                                                                                                                      as part of the
                                                                                                                      contract.

      12. (i) That the Strategic Landlord       Strategic Landlord is working closely with Housing Needs Group’s
      continues to develop and promote a        Business Change Project to develop a housing solutions approach.
      ‘Housing Solutions’ approach in order
Page 103




      to respond to the changing nature of      A bid has been submitted to Communities and Local Government’s
      customers housing needs in the City,      Housing Solutions Trailblazer Programme. If successful the council    CLG Housing
      including appropriate changes to the      could receive £240,000 for the Housing Options programme in           Solutions bid not
      Council Lettings Policy.                  2009/10. The council is currently awaiting the outcome of the bid.    successful.
                                                                                                                      Despite the
                                                As part of the Business Change Programme, the project aims to         unsuccessful bid,
                                                deliver a housing solutions website. The website specification is     within Housing
                                                currently being developed, but the site will include information on   Services a lot of
                                                renting privately, social housing, affordable housing and support     work has been
                                                available to remain at home.                                          undertaken to
                                                (Timescale: October 2008)                                             improve housing
                                                                                                                      options for
                                                                                                                      customers
                                                                                                                      presenting at
                                                                                                                      Homeless Advice
                                                                                                                      and Prevention.
                                                                                                                      This includes
                                                                                                                      changes in front
                                                                                                                      line delivery, and
                                                                                                                     better use of
                                                                                                                     technology,
                                                                                                                     increasing the
                                                                                                                     number of private
                                                                                                                     lettings, RSL
                                                                                                                     lettings and
                                                                                                                     improved literature
                                                                                                                     to so that
                                                                                                                     customer have a
                                                                                                                     more informed
                                                                                                                     choice.


                                                                                                                     Timescale for
                                                                                                                     Housing Solutions
                                                                                                                     website has been
Page 104




                                                                                                                     delayed to April 09

      (ii) That in considering any proposed     Environment and Neighbourhoods Scrutiny Board will be involved       COMPLETE –
      changes to the Council Lettings Policy,   in consultation on future lettings policy changes as per             Lettings Policy
      the Strategic Landlord seeks to           recommendation 1.                                                    review approved
      undertake a further and more detailed                                                                          by Executive
      examination of the likely implications    The proposed changes discussed previously as part of the Scrutiny    Board Oct 2008.
      of such, and provides this to the         Board inquiry include: action to reduce fraud, eg by photographing   Leeds Homes
      Scrutiny Board (Environment and           tenants prior to sign-up, reducing preference for unsuitable         developing lettings
      Neighbourhoods), or its successor         customers and assisted bidding.                                      policy consultation
      body, for consideration.                                                                                       strategy which will
                                                                                                                     formalise
                                                                                                                     arrangements for
                                                                                                                     involving E&N
                                                                                                                     Scrutiny Board



      (iii) That, in developing a ‘Housing      A performance framework will be developed covering key areas         Current Homeless
      Solutions’ approach, the Strategic       including: homeless prevention, support to enable the customer to     and Lettings
      Landlord develops and implements a       stay in their current accommodation (eg through mortgage advice /     performance
      robust performance framework, in         rescue, or prevention of eviction), and customer satisfaction.        targets have been
      order to provide meaningful, accurate    (Timescale: April 2009)                                               brought together to
      and timely performance information for                                                                         be reported
      all key stakeholders.                                                                                          through he
                                                                                                                     Directorates
                                                                                                                     performance
                                                                                                                     reporting regime.



      (iv) That the Strategic Landlord         Strategic Landlord will submit a further report to Environment and    Report not
      provide a 6-monthly report to the        Neighbourhoods Scrutiny Board.                                        submitted yet, but
      Scrutiny Board (Environment and          (Timescale: December 2008)                                            the Housing
      Neighbourhoods), or its successor                                                                              Solutions team
Page 105




      body, regarding progress in                                                                                    could provide a
      developing a ‘Housing Solutions’                                                                               report if a date is
      approach and any available                                                                                     timetabled.
      performance data.



      13. That, within 12 months, the Chief    In 2007 the Strategic Landlord Group published a detailed report on   NOT
      Housing Services Officer establishes     the ‘Demand for Council housing’. The main findings was that the      COMPLETED.
      and commences a process, involving       future demand for council housing will come increasingly from         However, the
      all key stakeholders, to determine the   single and young people, and particularly from BME groups. In         Directorate has a
      future customer profile of Council       addition, customers with increasing chaotic and complex housing       huge amount of
      Housing within Leeds.                    needs are being rehoused. As a result Housing management              data on customer
                                               practices need to respond to the changing needs of this new           profiles from those
                                               customer profile. ALMOs are addressing this, for example, WNW         both on the
                                               have implemented a tenancy support team to provide practical          housing register
                                               support and life skills training to customers who may be at risk of   and those in
                                               failing in their new tenancy.                                         council tenancies.
                                                                                                                     The source of this
           It is proposed that a future Scrutiny Board session is held to     information is from
           examine the future profile in more detail. Recommendations would   research
           be made on how to widen this debate and to involve future          commissioned in
           stakeholders.                                                      2006, and from the
           (Timescale May 2009)                                               housing
                                                                              management
                                                                              database.
Page 106
                                                                 Agenda Item 10
                                                          Originator: Superintendent
                                                                      Simon Whitehead

                                                          Tel:        3950800


Report of the Chief Community Safety Officer

Scrutiny Board (Environment and Neighbourhoods)

Date: 12 January 2009

Subject: The role of Police Community Support Officers (PCSOs)

 Electoral Wards Affected:                       Specific Implications For:

                                                 Equality and Diversity

                                                 Community Cohesion

            Ward Members consulted               Narrowing the Gap
            (referred to in report)




1.0    Purpose Of This Report

1.0    The report outlines the role and deployment of Police Community Support Officers
       (PCSOs) in West Yorkshire, and provides an outline of PCSO activity in Leeds.


2.0    Role

2.1     The fundamental role of a PCSO is to contribute to the policing of neighbourhoods,
        primarily through high visibility patrols with the purpose of:

        •         Reassuring the public
        •         Tackling anti-social behaviour in public places
        •         Being accessible to communities and partner agencies working at a local
                  level

2.2     The PCSO role is one of engagement as opposed to enforcement. Day-to-day
        activities and emphasis could vary from neighbourhood to neighbourhood
        depending on local priorities.


3.0    Deployment

3.1     On appointment, PCSOs commence a seven week training programme, which is
        followed by four weeks of tutored patrol at their appointed Division. Thereafter they
        are required to patrol alone unless a risk assessment determines otherwise. All
        PCSOs in the West Yorkshire Force are posted to Neighbourhood Policing Teams
        and are deployed on a ward basis.

                                         Page 107
3.2   In keeping with the Neighbourhood Policing focus of the West Yorkshire Force,
      PCSOs work to a common shift pattern that ensures cover every day (see
      appendices).

3.3   Leeds City Council provide 30% of the funding for 170 of the 320 PCSOs working in
      the Leeds area, distributed as 5 per ward except Burmantofts and Richmond Hill
      ward with 8 and Gipton and Harehills ward with 7. A contract governs this
      arrangement. In terms of the Leeds policing Divisions this equates to 70 funded
      PCSOs in North East Leeds, 65 in North West Leeds and 35 in City & Holbeck.

3.4   The following table illustrates the spread of PCSOs across the North of England:


       City/LA       Approx        Total No. Of No. LA Part Approx PCSO                  per
                     Population    PCSOs        Funded      1000 Population
       Leeds         750,000       320          170         0.43
       Bradford      470,000       205          130         0.44
       West          2,200,000     762          407         0.35
       Yorkshire
       Greater       2,500,000     848              25                0.34
       Manchester
       Sheffield     530,000       143              25                0.27
       Newcastle     272,000       109              0                 0.40
       Liverpool     436,000       119              0                 0.27
       Merseyside    1,500,000     466              0                 0.31


3.5   A monthly updated list of PCSOs in post is supplied to Leeds City Council. This is
      supplemented by a quarterly report of PCSO activity.


4.0   PCSO Activity

4.1   At the end of each tour of duty a PCSO is required to complete an electronic
      monitoring form covering that day’s activities. Amongst the activities currently
      measured are:

      •       Time spent on high visibility patrol
      •       Time spent on high visibility patrol in their allocated area
      •       Time spent at incidents
      •       Time spent on school related activity
      •       Surgeries/contact points held
      •       Asb complainant and offender visits
      •       Intelligence reports submitted
      •       Alcohol, tobacco and vehicle seizures

4.2   Neighbourhood Policing Team Internet sites are regularly updated with details of
      local policing activity; however, below is a snapshot of activities involving PCSOs
      during quarter 2 of this year.




                                       Page 108
4.3   North East Leeds

      July

      Car Boot (27th) - Operation to target the sale of counterfeit goods at Crossgreen
      car boot sale - £10,000 worth of goods seized. 2 stops, 4 intelligence reports.

      Operation Champion (29th to 31st) - Multi agency operations to address 'crime and
      grime' issues - Seacroft - 61 stop searches, 9 arrests, 14 vehicles seized, 1250
      homes supplied with crime reduction information material.

      August

      Car boot (17th and 31st) - £10,000, 1 arrest, 1 stop search, 1 intelligence report.

      Gipton area - 3 month dispersal order commenced in the Gipton area.

      Operation Champion (12th to 14th) - Harehills - 12 intelligence reports, 4 vehicles
      seized, 1 arrest.

      September

      Car boot (7th and 26th) - £25,000 worth of counterfeit goods seized.

      Operation Bulgaria - Wetherby Villagers - Collingham and Scarcroft - 2 day
      operation to address burglaries in the villages - 1 arrest.

      Wetherby area - Multi agency operation - test purchases at off-licences.

      Operation Champion - East End Park: 19 calls attended, 4 arrests made, 19 traffic
      related fixed penalty tickets, 72 Stops, 15 intelligence reports, 32 Tons of waste
      removed from gardens/bin yards, 30 Tags of graffiti removed from properties, 50
      bin yards cleared of rubbish, 250 leaflets delivered offering free home fire safety
      checks.

      Operation Champion (30/9 to 2/10) – Roundhay.

4.4   City and Holbeck

      July

      Operation Catch - Coordinated NPT-led operation to arrest priority crime type
      offenders in the Morley area deploying targeted PCSOs - 48 arrests including
      participation in a number of drugs search warrant operations.

      Operation Dampen - Operation to address off-licence alcohol sales to underage
      customers. Clampdown on teen drinking during the summer holidays has helped to
      cut calls about anti-social behaviour by 20%. Operation Dampen launched in late
      July saw officers and PCSOs from the NPT seize more than 120 bottles and cans
      of alcohol from underage drinkers on the town’s parks and streets. More than 50
      local youngsters caught drinking or committing anti-social behaviour were dealt with
      during the operation, which officially concluded on 2 September. Action taken
      against the youths included taking them home and speaking to them in front of their
      parents, and writing letters to parents advising of their child’s behaviour. The
      operation also clamped down on those who were buying the alcohol, with fixed
                                       Page 109
      penalty notices issued to people for either buying or attempting to buy alcohol for a
      person under 18.

      Operation Champion (14th and 15th) - Belle Isle - 650 homes supplied with crime
      reduction information material, 60 VCRAT referrals (generating letters to vehicle
      owners re. valuables left on display in their cars), 33 vehicles removed, 4 arrests, 4
      warrant arrests, £225 recovered in outstanding fines.

      August

      Trojan Bus (6th to 8th) - use of 'undercover' bus staffed by police staff - 3 youths
      arrested for trying to cause damage to bus by throwing objects at it.

      Drugs operation (14th) - Belle Isle - 2 arrests and several stolen vehicles
      recovered.

      Dispersal Order - 15th of August for 3 months - Middleton Park area.

      Operation Catch - As above - 33 arrests.

      Operation Divensure - through August - is a combination of diverting young people
      away from anti-social behaviour, positive action when called to deal with incidents
      of anti-social behaviour and reassuring local people that their concerns over such
      activity are being taken seriously. Organised and partly funded by the Holbeck
      NPT, it ran throughout the school summer holidays and gave teenagers aged
      between 13 and 16 the chance to take up activities such as canoeing, caving and
      rock climbing, and car mechanics, along with sports including football and
      swimming. Officers and PCSOs also took enforcement action, including working
      with local residents to identify anti-social behaviour hot spots and tackle problems
      for the benefit of the local community. 40% reduction in ASB reports over 5 weeks.

      Operation Champion (6th to 8th) – Beeston.

      September

      Operation Catch - 52 arrests.

      Operation Date (25th) - Morley - Operation to address nuisance off-road
      motorcycles.

      Operation Champion (9th to 11th) - Beeston - Target hardening at 110 addresses.


4.5   North West Leeds

      July

      Operation Champion (23rd to 25th) - New Wortley - 23 vehicles recovered, 11
      fixed penalty tickets issued, 2 vehicles seized under Sec 59 and 7 Sec 59 warnings
      issued, 10 arrests, 21 arrests for outstanding warrants and £2,277 recovered in fine
      defaults.




                                       Page 110
      August

      Operation Champion (20th to 22nd) - Woodhouse - 1000 homes supplied with
      crime reduction information material, 8 vehicles seized, 6 arrests, 5 fine warrant
      arrests.

      September

      Belle Vue Open Day (13th) - 350 visitors to an open day, including the Dog Section,
      Crime Reduction, Neighbourhood Watch, Ward information, Graffiti Removal
      Demonstration, Mountain Bike Display, Mounted Section, Police Uniform and Kit
      Display, HeadCams, Specials Recruitment, NPT Presentation, CJS, the Amplitude
      Van, the Motorway Unit, FSU - Fire Arms Support Unit, Traffic Vehicle with
      Automatic Number Plate Recognition capability, Off Road Motorcycle, NPT Vivaro,
      the Otley Land Rover and a Fire Engine from the Leeds Fire Station “Red Watch”.

      Otley Police Station open day (20th) – as above

      Pudsey Police Station Open Day - as above (extensive media coverage).
      Operation Walksafe - through September - increased uniformed patrols around the
      University and Headingley area with University of Leeds, Leeds Metropolitan
      University and Trinity and All Saints College. Students visited and crime prevention
      advice given, property marking with a UV marker. During the ‘Walksafe’ Operation,
      high-visibility patrols were conducted in joint patrols with all the Universities security
      staff, around halls of residences and the main Woodhouse Lane corridor, resulting
      in a decrease in street robberies around this area during ‘Freshers’ Week’.
      Operation Acrid - from 5th of September - Operation to address burglary in the
      Pudsey area.
      Operation Champion (17th to 19th) – Farnley.


5.0   Surgeries/Contact Points

      A review of current NPT web sites reveals that there are over 100 public
      surgeries/contact opportunities held by the District NPTs. PCSOs are involved in
      these and in many cases have responsibility for their operation. Many of the
      surgeries are held in school premises or community/village halls or similar familiar
      public buildings. A number of the opportunities are held jointly with councillors or
      parish council surgeries.


6.0   Recommendation

      Members are asked to note this report.




                                         Page 111
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             Page 112
City & Holbeck     NPT - City                    PCSO
Authorised:        Implemented: (wef)
18th March 2008
             Mon    Tues        Wed     Thurs     Fri     Sat          Sun
Week 1     14X22    RD          RD       RD      07X16   07X16     08X16      34
Week 2     07X15   14X22      14X22     16X02     RD      RD           RD     34
Week 3      RD     07X15      07X15     07X15    17X03   17X03     16X00      52
Week 4     16x00    RD          RD       RD      08X17   08X17     08X16      34
Week 5     08x16   16X00      16X00     16X02     RD      RD           RD     34
Week 6      RD     08X16      08X16     08X16    17X03   17X03     16X00      52
                                                         Total Hours          240




City & Holbeck     NPT City                      Markets PCSO
Authorised:        Implemented: (wef)
18th March 2008
             Mon    Tues        Wed     Thurs     Fri     Sat          Sun
Week 1     09x19   09x19        RD      07x15    07x15   09x19         RD
Week 2     07x15   07x15        RD      11x19    09x19    RD           RD
                                                         Total Hours         80




City & Holbeck     NPT – Morley, Holbeck,        PCSO
                   Rothwell
Authorised:        Implemented: (wef)
18th March 2008
             Mon    Tues        Wed     Thurs     Fri     Sat          Sun
Week 1     15X00    RD          RD       RD      08X16   08X16     08X16      33
Week 2     08X16   15X00      15X00     15X00     RD      RD           RD     35
Week 3      RD     08X16      08X16     08X16    15X01   15X01     15X23      52
                                                         Total Hours          120




City & Holbeck     NPT Morley – White Rose       PCSO
Authorised:        Implemented: (wef)
18th March 2008
             Mon    Tues        Wed     Thurs     Fri     Sat          Sun
Week 1     13X21    RD          RD       RD      08X17   08X17     08X17      35
Week 2     08X17   13X21      13X21     13X22     RD      RD           RD     34
Week 3      RD     08X17      08X17     08X17    13X21   12X20     10X18      51
                                                         Total Hours          120




                                      Page 113
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             Page 114
North East Leeds   NPT                          PCSO
Authorised:        Implemented: (wef)
18th March 2008
             Mon    Tues     Wed        Thurs    Fri     Sat          Sun
Week 1     15X23    RD       RD          RD     08x17   08x17     09x17     34
Week 2     08X16   15x23    15x23       14X24    RD      RD           RD    34
Week 3      RD     08X16    08X16       08X16   15x01   15x01     15x23     52
                                                        Total Hours         120




                                    Page 115
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             Page 116
North West Leeds   NPT                          PCSO
Authorised:        Implemented: (wef)
18th March 2008
             Mon    Tues     Wed        Thurs    Fri     Sat          Sun
Week 1     16X00    RD       RD          RD     08X17   08X17     08X16     34
Week 2     08X16   16X00    16X00       16X02    RD      RD           RD    34
Week 3      RD     08X16    08X16       08X16   17X03   17X03     16X00     52
                                                        Total Hours         120




                                    Page 117
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             Page 118
                                                                 Agenda Item 11
                                                               Originator: Mike Brook/David
                                                               Thorpe

                                                               Tel:2476242

Report of the Director of Environment and Neighbourhoods

Scrutiny Board (Environment and Neighbourhoods)

Date: 12th January 2009

Subject: Update on Houses in Multiple Occupation (HMO) Mandatory Licensing

 Electoral Wards Affected: All                    Specific Implications For:

                                                  Equality and Diversity

                                                  Community Cohesion

          Ward Members consulted                  Narrowing the Gap
          (referred to in report)




1.0     Introduction

1.1     An earlier paper has already been submitted to the Board as part of its inquiry into
        Private Rented Sector Housing giving a brief on the legislation covering the private
        rented sector (PRS), including the use of Mandatory, Selective and Discretionary
        licensing provisions in the Housing Act 2004 (The Act). This paper provides a
        progress report regarding Mandatory Licensing, including the main issues currently
        impacting on the delivery of the service in Leeds.

2.0     Current Status with HMO Mandatory Licensing:

2.1     The Housing Act 2004 introduced the mandatory licensing of certain high risk
        houses in multiple occupation (HMOs). The Act was implemented on 6 April 2006
        and gave a period of 3 months from the implementation date for applications to be
        made for a licence after which time it became an offence to operate a licensable
        HMO without having made an application. A licence once issued lasts for 5 years.

2.2     The Act redefined the term HMO for the purpose of housing legislation . The actual
        definition of an HMO is complex as is that of a licensable HMO, but in simplistic
        terms a licensable HMO is a house where there are 5 or more persons, comprising
        of at least 2 households and the accommodation is on 3 or more storeys.

2.3     The results of the Leeds House Condition Survey in 2007 undertaken by
        Consultants commissioned by the Council have recently become available. Having
        regard to the definition of a licensable HMO in the Housing Act 2004 the consultants
        advise that there were at that time an estimated 3000 licensable HMOs within the
        City, give or take 10% for estimating purposes. Therefore the range was between
        2700 and 3300 licensable properties.
                                            Page 119
2.4       By the end of December 2008 Leeds had received a total of 3058 applications for
          licensing. Of these applications only 125 are in respect of bedsit properties with the
          remaining relating to shared housing which are predominantly located in NW Leeds.

          Licences Issued                    2597
          Variations issued                    60
          Received                             13
          Withdrawn                           245
          Being processed                     143

          TOTAL                              3058

2.5       From the above figures it can be seen that there are 2597 confirmed licensable
          HMOs , plus a further 156 either recently received or currently being assessed,
          bringing the potential number licensed to 2753. This suggests that there are several
          hundred unknown properties operating somewhere in the city without a licence.

2.6       The HMO team has largely concluded the administrative processing of the majority
          of applications and is now focussing on inspection and licence compliance .
          Inspections are priority rated over the 5 year period of the licence, with higher
          priority being afforded to bedsit type accommodation often housing the most
          vulnerable households. At this early stage of inspection joint landlords of one
          particular HMO housing vulnerable tenants have been prosecuted and been found
          guilty of failing to comply with licence conditions or achieve even basic standards.
          Their licence was revoked and the property was subject to emergency prohibition
          and enforcement action. Further recent inspections have identified four more
          properties where prosecution action is being taken.

2.7       Currently the first phase of inspection for the high risk properties is nearing
          completion and it is anticipated that priority will move to the shared housing market
          which represents the majority of mandatory HMO licences granted in Leeds.

3.0       Issues Affecting the Implementation of Mandatory Licensing:

3.1       Leeds has been broadly successful in implementing mandatory licensing and has
          received and responded to more mandatory licence applications than any other
          local authority in the country. However, the task has not been easy and currently the
          Building Research Establishment (BRE) are undertaking a national review of
          mandatory licensing on behalf of the Department for Communities and Local
          Government (CLG). This review is aimed at fundamentally assessing the
          effectiveness of mandatory licensing as a tool for tackling poor housing conditions
          and ineffective management of properties by landlords. This authority has been at
          the forefront of implementing the powers and has therefore submitted a response to
          BRE detailing our thoughts on the process, some of which are critical. A copy of the
          response is attached as Appendix 1, however, the main points can be summarised
          as follows:

      Concerns:-

      -    Lack of sufficient Government consultation with key stakeholders prior to
           implementation,
                                      Page 120
      -   The Government neglected to provide standard forms or draft licences to
          authorities thus causing inconsistencies and unnecessary delays,
      -   Introduction of changes to the legislation soon after implementation causing
          disruption, lack of trust from landlords and extra costs,
      -   A very bureaucratic process that is very resource intensive,
      -   Lack of detailed advice and support to local authorities thus causing authorities to
          interpret legislation in different ways,
      -   It appears that the better landlords, such as those already in accreditation
          schemes, are the ones cooperating and the rogue landlords are still trying to avoid
          licensing,
      -   Some of the process has very strict criteria and is inflexible in it’s application.


      Positive Aspects:-

      -   The process has helped raise the profile of the PRS and provided a platform to
          promote higher housing standards,
      -   The process has provided the authority with a comprehensive list of licensable
          properties and landlord details,
      -   It has helped develop better extensive networking between key stakeholders and
          partners,
      -   The licence conditions have helped raise fire safety and amenity standards in the
          PRS,
      -   It has seen the introduction of compulsory training for landlords on managing
          properties,
      -   The self financing nature of the service has seen the development of new and
          efficient ways of dealing with a complex administrative process.

3.2   Fire Safety complications – It is important to note that one major problem that has
      occurred has been the late introduction of national fire safety guidance in July 2008,
      after the majority of licences have already been issued with locally developed fire
      safety standards as licence conditions. Prior to implementation, this Authority
      consulted widely with a range of key stakeholders, including West Yorkshire Fire and
      Rescue Authority (WYFRA), other local authorities and various landlord associations
      to develop an effective fire safety protocol. This protocol was formally adopted and
      formed the basis for licence conditions on high risk HMO’s. Regrettably, CLG then
      issued national guidance two years after the initial implementation date that, in some
      circumstances, specified less onerous fire safety requirements for certain premises.
      This has caused considerable unrest with many landlords and the authority is now
      working closely with all stakeholders to develop new agreed standards and also a
      protocol to enforce the existing licence conditions.

3.3   The effect of the introduction of new national fire safety standards has been to
      postpone the inspection of certain shared housing (Cat B properties) pending new
      standards being formally adopted by the Council. This adoption procedure is almost
      complete but there are many challenges ahead in relation to mandatory HMO
      licensing as a result of these changed standards. Development of new licences,
      advisory notes, licence application form and standard letters must now be undertaken.
      In addition, it may be the case that each property will require a pre-licence inspection
      to determine the type of licence to be granted, and it is anticipated that some
      landlords will want their existing licences varying to reflect the new standards, all of
      which will have serious resource implications.
                                             Page 121
4.0   Management Orders:

4.1   Local authorities have a legal obligation, under the Act, to serve Interim Management
      Orders (IMO’s) or Final Management Orders (FMO’s) on licensable properties in the
      following two situations. Firstly, where for whatever reason(s) there is no reasonable
      prospect of a property being licensed in the near future and secondly where the
      health, safety or welfare of the occupants, or potential occupants, is at risk.

4.2   The Act also enables authorities, at their discretion, to introduce both Additional
      Licensing of other HMO’s ( not within the mandatory licensing definition) and the
      Selective Licensing of the whole of the PRS in certain situations in defined areas of an
      Authority. If an authority applies for and is granted these powers then the Authority
      needs to be in a position to implement both IMO’s and FMO’s where the need arises.

4.3   The Act also introduces Empty Dwelling Management Orders (EDMO’s). These
      powers are also discretionary and apply to properties that have been fully unoccupied
      for at least 6 months and where there is no reasonable prospect of them becoming
      occupied in the near future. The powers enable the Authority to take over the
      management of the empty property to ensure it becomes occupied.

4.4   The Council has sought to develop a partnership arrangement with an external
      provider that could take on the role of “nominated manager” in the event that the
      Council needed to invoke the Management Order provisions. However, the process of
      organising and agreeing partnership working has proved to be very difficult. Initially,
      the Authority discussed the option with a range of providers, internal and external
      agencies (such as ALMO’s, RSL’s and accredited landlords) as well as with
      neighbouring authorities to try and develop a partnership arrangement across West
      Yorkshire, but no expressions of interest were received. The Authority is now in the
      process of again trying to developing a local framework agreement and has issued
      invitations to tender to a number of potentially interested organisations. It is hoped to
      have a formal contract agreement in place with more than one provider in the near
      future. This is particularly important in the present financial climate as many buy-to-let
      investors are struggling to maintain their portfolios and it may be necessary for the
      authority to take control of a “number” of properties at short notice.

5.0   Additional Licensing:

5.1   A previous briefing paper has already been provided to Scrutiny Board on the
      legislative requirements of both Additional and Selective Licensing options.

5.2   When considering Additional Licensing an authority has to demonstrate how it would
      work in conjunction with existing initiatives such as accreditation and partnerships.
      Licensing is not a stand alone tool and landlords will need adequate support to help
      deal with problem tenants. Authorities should have active outreach support
      programmes to engage with landlords and tenants who need their assistance.

5.3   Officers currently consider that Mandatory HMO Licensing is still the main priority at
      this time and is likely to remain so in the near future. Resources are currently targeted
      at fulfilling the mandatory requirements and undertaking proactive work, city wide, to
      identify those landlords failing to comply with Mandatory Licensing. Part I of the
      Housing Act 2004 introduced the Housing Health and Safety Rating System
                                           Page 122
       (HHSRS),which allows for poor housing conditions to be addressed wherever they are
       encountered, without the need for additional licensing to be adopted, and individual
       complaints of poor housing conditions received by the team are investigated and
       remedies sought under these powers. Additional Licensing, if adopted ,may be better
       targeted at certain property types, specifically poorly converted flats, or within areas of
       poorer housing and multiple depravation rather than in the traditional student area of
       North West Leeds that is already well regulated. Once mandatory licensing
       obligations have been largely met , further consideration to additional licensing will be
       appropriate.

6.0    Selective Licensing:

6.1    Selective Licensing is an option for the Authority to adopt, subject to approval from
       Government Office, to address a defined area of privately rented properties that is, or
       is likely to become, an area of low demand or is an area experiencing significant and
       persistent problems of anti-social behaviour attributable to the private rented sector.
       Selective licensing can not be introduced in isolation but must be part of an overall
       regeneration proposal of an area. Once approved a landlord would need a licence to
       operate.

6.2    The aim of selective licensing is:

       -   To complement the other regeneration initiatives within the area,
       -   To improve the management of the PRS within the area,
       -   To improve demand for the area and support both tenants and landlords and the
           local community,
       -   To contribute to a sustainable community and neighbourhood.

6.3    Selective licensing applies to properties in the PRS and does not apply to owner
       occupiers, Housing Association properties or ALMO accommodation.


6.4    Officers have identified an area of PRS housing located in the Cross Green and East
       End Park district of the city as a potential selective licensing area. In line with the
       above criteria a full consultation period has taken place and as a consequence a
       detailed business case was submitted to Government Office ( Communities and Local
       Government – CLG) on 22nd May 2008. The CLG have since responded seeking
       further information and further details and subsequent meetings have taken place
       following concerns raised by the Leeds Residential Landlords Association who have
       objected to the proposals. The Authority has now responded in full to the CLG and we
       await the decision which should be announced early in the New Year.

7.0    Recommendations

7.1    The Board is asked to note the contents of this report.


Background Papers

None



                                            Page 123
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             Page 124
                                                                      Appendix 1




                                                       Housing Regulation Team
Building Research Establishment.                       Leeds City Council
HMO LIcensing Review.                                  Micklefield House
                                                       New Road Side
                                                       Rawdon
                                                       Leeds LS19 6DF

                                                       Contact: Mike Brook
                                                       Tel: 0113 2476242
                                                       Fax: 0113 2477093
                                                       Michael.brook@leeds.gov.uk
                                                       Your reference:
                                                       Our reference: END/PRS/MB
                                                       14th November 2008


Dear Sirs,

Leeds City Council’s submission to the BRE review of HMO Licensing.


I refer to the current review of HMO licensing being undertaken by BRE and welcome the
opportunity to submit the views of this authority on the implementation and effectiveness of
this regime. This authority has now received over 3,000 applications and has issued in
excess of 2,500 licenses and therefore feel we have a valuable contribution to make to the
review process.

In preparing this submission I have attempted to consider the positive as well as the negative
impacts of the process and have, for ease of reference, highlighted these separately below:

Areas of Concern Include:

   -   The Government neglected to provide a set of standard forms, proposed licences or
       suggested sample conditions that all local authorities should use. This caused each
       authority to spend excessive amounts of time in devising and producing standard
       application forms and draft licences that then needed to be consulted with and ratified
       by all interested parties. In Leeds this process took the best part of 14 months of
       intensive work to achieve consent from all parties. In our view an agreed application
       form and licence, produced by Government prior to implementation of the regime,
       would have achieved greater consistency amongst authorities and prevented
       excessive resources being expended.
   -   There appears to have been insufficient and less than efficient consultation carried
       out prior to implementation of the regime. The inclusion of wash basins in bedrooms
       as a mandatory licence condition was always contentious and was unpopular with
       landlords and local authorities and was eventually overturned. However, in Leeds we



www.leeds.gov.uk                switchboard : 0113 234 8080
                                         Page 125
    had already issued a large number of licences that included this condition and these
    still remain and will ultimately require variation.
-   A further, and more extreme example of this, is the lack of national guidance on fire
    safety that existed at the start of the process. In Leeds we proceeded to agree a set of
    fire safety principles, in conjunction with West Yorkshire Fire and Rescue Authority
    (WYFRA) and the other West Yorkshire local authorities. Following extensive
    consultation with all interested stakeholders, including the various landlord
    associations, these standards were formally adopted and prompted the appropriate
    conditions on HMO licenses in Leeds. However, we are now faced with the
    introduction of the new LACORS national fire safety guidance which, in part, has a
    slightly lower standard of fire precautions and detection than those adopted by Leeds.
    Therefore, in Leeds we now have over 2,500 licences issued with conditions that have
    now been undermined by the new national guidelines. This has caused a great deal of
    frustration and has proved very unpopular with the landlords.
-   The whole process can be seen as very bureaucratic as it has 2 stages each of which
    requires consultation with the licence holder/manager and interested parties. The
    variation and revocation processes are similar and very resource intensive. Even
    simple alterations to licenses are time consuming and considering an authority such
    as Leeds has such a high number of licenses issued this is a major drain on
    resources.
-   In our opinion there was a lack of detailed advice and support at the start of the
    regime. This resulted in authorities interpreting the legislation in different ways which
    also caused confusion for landlords. A prime example of this lack of guidance is the
    way authorities all charge differing levels of fees for licenses. The landlord
    organisations have used this perceived lack of consistency to “play” one authority
    against another and this is far from ideal.
-   It can be argued that it has been the responsible landlords, such as those in
    accreditation schemes, that have complied with the requirements of licensing. It is
    apparent that the rogue landlords have not cooperated and have hidden from the
    process. These landlords are exceptionally hard to trace and this process is very
    resource intensive. Indeed, authorities will need to make a decision at some stage
    whether to target resources at tracing those properties remaining unlicensed (with
    diminishing returns) or undertaking the necessary programmed inspection of the
    properties licensed.
-   The lack of preparation and guidance for this regime has led to severe delays in the
    process in some authorities. This brings the HMO licence process into question and
    several landlord associations and lobby groups openly question it’s effectiveness
    when some authorities are yet to issue a single licence.
-   We also have serious concerns over the effectiveness of the “Fit and Proper Person”
    test. This process concerns strict objective criteria and is inflexible in it’s approach.
    Anecdotally many authorities, including Leeds, have serious concerns over the
    conduct and ability of certain landlords but find it difficult to apply the fit and proper
    criteria.


Positive Aspects:

-   The process has in our opinion greatly raised the profile of the Private Rented Sector
    (PRS) in the city and provided a platform to promote higher standards in the housing
    stock.
-   The regime has provided the authority with a comprehensive list of all licensable
    properties and landlord details throughout the city. The process has provided the
    catalyst to improve and further develop the management systems operated by the
    Council due to the need for data returns. However, in turn, it must be noted that this in

                                      Page 126
    itself has proved a significant drain on resources to deal with the I T complexities and
    reporting requirements.
-   A key benefit has been the extensive networking and improved dialogue with a range
    of stakeholders and partners. This has undoubtedly strengthened relationships and
    working groups in this housing sector.
-   The licence conditions have allowed for improved fire safety, amenity standards and
    maintenance levels to be raised throughout the sector.
-   A key benefit for Leeds has seen the introduction of compulsory training for landlords
    on managing properties as a licence condition. This has been difficult to operate and
    regulate but has been well received and produced a good working relationship
    between the Council and the Residential Landlords Association (RLA) who were
    tasked with delivering the training to an agreed standard.
-   The very fact that the service has had to be self financing has encouraged the
    development of new and efficient ways of dealing with a complex administrative
    process.


In addition to the above points it would be sensible for us to make a couple of
suggestions on how we think the regime could be improved further. A simple
improvement would be achieved by a comprehensive Government publicity campaign
aimed not only at landlords who had yet to comply but also at the consumers to raise
awareness over their rights as tenants. A further improvement would also see influence
placed on the courts regarding the level of fines imposed on landlords for non compliance
with the licensing legislation. Recent prosecution results in Leeds have seen positive
results for the Council but the level of fines has not truly recognised the seriousness of
the offence. This not only undermines the work of the Council but also sends the wrong
message to landlords as even the representatives of the landlord associations are
pushing for stronger penalties and higher fines against those landlords convicted of
offences.

Finally, we would submit that the ultimate objective of the HMO licensing regime was to
improve housing conditions and raise the competence of the landlords in the private
rented sector. In our opinion, the jury is still out in this respect.

I trust the above is helpful in this review and I would advise that if you wish to discuss
these points in any greater detail then we would be more than happy to do so.


Yours faithfully,




Mike Brook
Acting Housing Regulation Manager.




                                      Page 127
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             Page 128
                                                                   Agenda Item 12

                                                                Originator: A Brogden

                                                                Tel:2474553


Report of the Head of Scrutiny and Member Development

Scrutiny Board (Environment and Neighbourhoods)

Date: 12th January 2009

Subject: Enforcement of Dog Fouling

 Electoral Wards Affected: All                      Specific Implications For:

                                                    Equality and Diversity

                                                    Community Cohesion

               Ward Members consulted               Narrowing the Gap
               (referred to in report)




1.0     Introduction

1.1     Last month, Members considered service data on the numbers of dog fouling Fixed
        Penalty Notices issued, prosecutions made, stray dogs impounded and dog service
        requests made during October 2008. The Board agreed to continue receiving this
        data on a monthly basis and therefore the service data relating to November 2008
        is now attached for the Board’s consideration.

1.2     Members also agreed to produce a Statement setting out its initial findings and
        recommendations on this matter. This draft Statement is attached for the Board’s
        consideration.

2.0     Recommendations

2.1     The Board is asked to

        (i)        note the November 2008 data relating to the numbers of dog fouling Fixed
                   Penalty Notices issued, prosecutions made, stray dogs impounded and dog
                   service requests;
        (ii)       consider and agree the Board’s Statement on the Enforcement of Dog
                   Fouling

Background Papers

None




                                            Page 129
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             Page 130
           Dog Enforcement Report - Nov 2008
                      Ward                  Service Requests   Impounds   Returned to Owner   Prosecutions   Fixed Penalty Notices
           Adel & Wharfedale                       7              3               0                 0                  0
           Alwoodley                              10              3               1                 0                  0
           Ardsley & Robin Hood                    6              1               0                 0                  0
           Armley                                 25              8               3              1 X DF                0
           Beeston & Holbeck                      18              5               1                 0                  0
           Bramley & Stanningley                  10              2               2                 0                  0
           Burmantofts & Richmond Hill            15              4               1              1 X DF                0
           Calverley & Farsley                    14              2               1                 0                  0
           Chapel Allerton                         9              4               1                 0                  0
           City &Hunslet                          20              9               5                 0                  9
           Crossgates & Whinmoor                   8              8               3                 0                  0
           Farnley & Wortley                      11              2               1                 0                  0
           Garforth & Swillington                 11              3               2                 0                  0
           Gipton & Harehills                     24              13              4                 0                  0
           Guiseley & Rawdon                       8              2               1                 0                  0
           Harewood                                7              4               0                 0                  0
           Headingley                              1              1               1                 0                  0
           Horsforth                               6              0               0                 0                  0




Page 131
           Hyde Park & Woodhouse                  10              4               2                 0                  0
           Killingbeck & Seacroft                 38              18              2                 0                  0
           Kippax & Methley                       15              2               0                 0                  0
           Kirkstall                               8              4               4                 0                  0
           Middleton Park                         12              7               0                 0                  0
           Moortown                                8              3               0              1 X DF                0
           Morley North                           16              3               2                 0                  0
           Morley South                           13              4               0                 0                  0
           Otley & Yeadon                         15              0               0                 0                  0
           Pudsey                                 15              2               1                 0                  0
           Rothwell                                6              1               1                 0                  0
           Roundhay                               10              3               2                 0                  0
           Temple Newsam                           7              3               0                 0                  0
           Weetwood                               10              3               1                 0                  0
           Wetherby                               11              5               1                 0                  0
                                    Total         404            136             43                 3                  9
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             Page 132
      Draft Statement of
        Scrutiny Board
      (Environment and
      Neighbourhoods)

          Enforcement of
           Dog Fouling




Scrutiny Board (Environment and Neighbourhoods) – Statement on the
             Enforcement of Dog Fouling. January 2009
                      scrutiny.unit@leeds.gov.uk
                           Page 133
      Introduction

1.0    Introduction                              1.5   In October 2008, we requested a
                                                       briefing from the Director and
1.1   The issue of dog fouling was the                 Executive Member responsible
      subject of an earlier Scrutiny                   for Environmental Services on
      inquiry in December 2001 by the                  the        Council’s    current
      former Neighbourhoods and                        arrangements for dog fouling
      Regeneration Scrutiny Board.                     enforcement.
      However,      dog fouling      still
      remains to be one of the highest           1.6   It was highlighted at this stage
      sources of complaints by the                     that dog fouling was just one of a
      public both locally and nationally.              range of dog control and
      In view of this, we agreed to                    enforcement duties of the
      revisit this issue again and                     Council which we needed to take
      review the Council’s current                     into consideration as part of our
      responsibilities and resources for               review.
      the enforcement of dog fouling in
      Leeds.                                     1.7   We received data showing the
                                                       numbers of dog fouling Fixed
1.2   Estimates put the UK dog                         Penalty        Notices       issued,
      population between 6.5 and 7.4                   prosecutions made, stray dogs
      million, producing 1,000 tonnes                  impounded and dog service
      of faeces every day.                             requests dealt with by the
                                                       Council over the last 3 years on
1.3   We      acknowledge    that   an                 a    city-wide      basis.        In
      increasing number of dog owners                  consideration      of    this,   we
      are responsible and clear up                     requested to receive similar
      after their dog. However, where                  service data on a monthly basis
      dog owners act irresponsibly and                 and split into Ward areas.
      leave faeces on the street or on
      an open area of grass, this can            1.8   In November 2008, we received
      pose a health hazard to the most                 a further briefing which included
      vulnerable in our society; very                  the service data for September
      young children.                                  2008. During our discussions,
                                                       we identified a number of
1.4   Dog faeces carry harmful                         recommendations for service
      infections, the most widely                      improvement which we felt
      known being Toxocariasis: a                      needed to be brought to the
      parasitic infection that most                    attention of the Director and
      commonly affects children and                    Executive     Board.    In     the
      can, in some cases, lead to                      meantime, we will continue to
      blindness.                                       monitor this issue as part of our
                                                       work programme this year.



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                   scrutiny.unit@leeds.gov.uk
                                        Page 134
 Comments and
Recommendations

2.0   Enforcement responsibilities                     with through    a   Dog   Control
      of the Council for dog fouling.                  Order.

2.1   Up to April 2006, the legislation         3.0    Dog Control Orders
      governing dog fouling was The
      Dogs (Fouling of Land) Act 1996           3.1    Section 55(1) of the Clean
      which allowed local authorities to               Neighbourhoods & Environment
      designate most public land as                    Act 2005, states that:-
      areas where dog fouling was
      prohibited without having to refer               “A primary or secondary authority
      to central government.                           may in accordance with this
                                                       Chapter make an order providing
2.2   Under this legislation failure to                for an offence or offences
      clear up on designated land was                  relating to the control of dogs in
      an offence subject to a maximum                  respect of any land in its area to
      fine of £1000. Local authorities                 which this Chapter applies.”
      could also give offenders the
      option of paying a fixed penalty          3.2 The term ‘secondary authority’
      fine (currently £75) rather than              refers to parish and town
      go to court.                                  councils, which means that they
                                                    also have powers to create and
2.3   Since April 2006, the Clean                   enforce Dog Control Orders. In
      Neighbourhoods & Environment                  view of this, we believe that the
      Act 2005 now provides local                   Council should be working in
      authorities, parish and town                  close partnership with local
      councils and the Environment                  parish and town councils to
      Agency more effective powers to               ensure the effective use of Dog
      tackle poor environment quality               Control Orders across the city
      and anti-social behaviour.                    and maximise on available
                                                    enforcement resources.
2.4   In particular, this Act replaces
      dog byelaws with a new,
      simplified system which enables                 Recommendation 1
      local authorities to deal with five             That the Council works in close
      dog control matters; fouling dogs;              partnership with local parish and
      banning dogs from designated                    town councils to ensure the
      areas; requiring dogs to be kept                effective use of Dog Control
      on a lead (in designated areas                  Orders across the city and
      and by direction); and restricting              maximise available enforcement
      the number of dogs that can be                  resources.
      walked by one person. All of
      these matters can now be dealt



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                  scrutiny.unit@leeds.gov.uk
                                        Page 135
 Comments and
Recommendations

3.3   At present, we learned that                       number.      We are particularly
      Leeds has one Control Order in                    keen for this type of order to be
      place and this relates to dog                     implemented across the city and
      fouling. Where a person is found                  recommend that the Director of
      committing an offence of dog                      Environment                   and
      fouling they may be issued with a                 Neighbourhoods determines a
      fixed penalty notice. If they fail to             suitable figure for Leeds in
      pay the fine, the council will                    relation to the maximum number
      prosecute them for the offence.                   of dogs that any one person can
      Such an offence is punishable                     walk at any one time.
      upon conviction by a maximum
      fine of up to £1000.
                                                        Recommendation 2
                                                        That the Director of Environment
3.4   Details of the other Dog Control
                                                        and Neighbourhoods determines a
      Orders that can be created under
                                                        suitable figure for Leeds in
      s.55 of the Act are set out below.
                                                        relation to the maximum number
                                                        of dogs that any one person can
      Walking Multiple Dogs
                                                        walk at any one time.
3.5   This type of order will limit the
      number of dogs one person can
      walk at any one time. The effect                  Dog Exclusion Order
      of the Order is to create an
      offence for a person who walks              3.7   This order would prohibit dogs
      more than the maximum number                      from entering certain areas of
      of dogs specified by the Order.                   Leeds, such as cemeteries and
      Such offence is punishable upon                   children’s play areas. Such
      conviction by a maximum fine of                   offence is punishable upon
      £1000.                                            conviction by a maximum fine of
                                                        £1000. The offence could be
3.6   We      questioned     what     the               discharged through a fixed
      maximum number of dogs should                     penalty of £75.
      be for any one person to be
      physically in charge of at any                    Dogs on Leads Order
      given time, in particular to ensure
      that they cleared up after the              3.8   This type of order will require all
      dogs. Whilst we acknowledged                      dogs to be walked on a lead. We
      that this was very much                           noted that such an Order can
      dependent on the behaviour of                     apply to the whole of Leeds or to
      the dogs, we noted that five dogs                 specific areas, for example,
      under the control of one person                   pavements,     highways,      play
      could be seen as an acceptable



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                    scrutiny.unit@leeds.gov.uk
                                         Page 136
 Comments and
Recommendations

      areas,    football pitches, etc.               the    Dog     Control     Orders,
                                                     extensive consultation must be
3.9   The effect of the Order is to                  undertaken, in particular with dog
      create an offence for a person                 interest groups, who are likely to
      who is in charge of a dog not to               have views on the Orders.
      keep that dog on a lead on any
      land affected by the Order. Such         3.13 We acknowledge that any Order
      offence is punishable upon                    introduced will have to be backed
      conviction by a maximum fine of               up by clear evidence of need and
      £1000. The offence could be                   the Council’s ability to enforce
      discharged through a fixed                    provisions. However, we believe
      penalty of £75                                that the introduction of additional
                                                    Dog Control Orders can only
      Dogs on Leads (By Direction)                  provide real benefits in terms of
      Order                                         easier controls of dogs in areas
                                                    such as pavements, highways,
3.10 This type of Order will require                parks, play areas etc.
     owners or people in charge of a
     dog at the time, to put their dog         3.14 We therefore recommend that
     on a lead if asked to do so by an              the Director of Environment and
     authorised officer (e.g. Dog                   Neighbourhoods carries out a
     Warden). The effect of the Order               review within the next 4 months
     is to create an offence for a                  of the options available to the
     person in charge of a dog not to               Council to extend Dog Control
     comply with a direction given to               Orders in Leeds and that an
     him by an authorised officer.                  action plan is drawn up on how
                                                    such Orders agreed upon
3.11 We noted that a direction to put               following the review can be
     and keep a dog on a lead can                   progressed.    This action plan
     only be given if it is reasonably              should be brought back to the
     necessary     to     prevent    a              Scrutiny Board for consideration
     disturbance to any other person                by June/July 2009. In particular,
     on any land to which the order                 we would like to see Area
     applies, or the worrying or                    Committees included as one of
     disturbance of any animal or bird.             the key stakeholders within this
     Such offence is punishable on                  action plan.
     conviction by a maximum fine of
     £1000.

3.12 The     Government      guidelines
     stipulate that before the Council
     considers implementing any of



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                 scrutiny.unit@leeds.gov.uk
                                      Page 137
 Comments and
Recommendations

Recommendation 3                                      to ensure that the service is
That the Director of Environment                      adequately resourced.
& Neighbourhoods carries out a
review within the next 4 months of                    The role of Dog Wardens
the options available to the
Council to extend Dog Control                   4.3   We learned that Dog Wardens
Orders in Leeds.                                      are deployed on a range of dog
                                                      control and enforcement duties
                                                      across the City. Duties include
                                                      investigating complaints of dog
Recommendation 4
                                                      fouling and issuing Fixed Penalty
That an action plan is drawn up on
                                                      Notices/instigating          legal
how the Dog Control Orders
                                                      proceedings as appropriate;
agreed upon following the review
                                                      erecting anti-fouling signage and
can be progressed. This action
                                                      distribution of literature and
plan will be brought back to the
                                                      patrolling for stray dogs and
Scrutiny Board for consideration
                                                      impounding any found.
by June/July 2009.
                                                4.4   The Clean Neighbourhoods and
                                                      Environment Act 2005 had
                                                      transferred the responsibility for
4.0   Current service provision                       stray dogs from the police to
                                                      local authorities as from April
4.1   As well as providing evidence to                2008. However, the police still
      support the need for additional                 have responsibility in relation to
      Dog Control Orders in Leeds, the                dangerous dogs.
      Council must also demonstrate
      its ability to enforce such               4.5   In terms of tackling dog fouling,
      provisions.                                     the Dog Warden Team will
                                                      respond to specific complaints
4.2   As part of our review, we                       about problems or hotspot areas
      considered the current service                  but routine patrols are also
      provision of Dog Wardens in                     undertaken subject to resource
      Leeds and the challenges facing                 and workload demands.
      the service in enforcing existing
      provisions.       Clearly    any                Existing pressures on the Dog
      additional Orders would have a                  Warden Service
      significant impact on resources
      and if the service is already             4.6   We were informed that within
      under pressure then action will                 Environmental Services, the
      need to be taken by the Council                 Council currently employs 6 Dog
                                                      Wardens         (5      full-time



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                  scrutiny.unit@leeds.gov.uk
                                      Page 138
 Comments and
Recommendations

      equivalents), one of which is a                 that other officers within the
      supervisor position.                            Environmental Action Teams are
                                                      also trained and qualified to
4.7   However, we noted that one of                   issue Fixed Penalty Notices for
      the Dog Warden posts is a job                   dog fouling as well as in relation
      share position and that the officer             to other environmental crimes
      working 3 days is absent due to                 such as littering.
      maternity leave, with the post
      holder not due to return until            4.12 In November 2008, we were also
      2009. As a consequence, it is                  advised of a pilot training
      recognised that the service is                 programme in the North West
      currently short staffed.                       area     for      Neighbourhood
                                                     Wardens and Park Ranger staff
4.8   Since the responsibility for stray             to enable them to issue Fixed
      dogs was transferred completely                Penalty Notices for both litter and
      to local authorities from the                  dog fouling.     Whilst we are
      Police in April 2008, we noted                 pleased to note that this pilot is
      that the number of strays that the             being kept under review, we are
      service was dealing with had                   keen to see such training rolled
      increased by approximately 25%.                out over the next 12 months to
                                                     other Neighbourhood Wardens
4.9   We also learned that the stray                 and Park Ranger staff and
      dog kennels are not located                    recommend that this involves
      within Leeds, due to a lack of                 any other enforcement staff who
      interest in the contract from local            may be able to carry out such
      suppliers, and therefore this has              works.
      an impact on officer time due to
      additional travelling.
                                                        Recommendation 5
4.10 As the Council has a statutory                     That the Director of Environment
     duty for the seizure of strays, it                 and Neighbourhoods will roll out
     was acknowledged that this                         the     training  programme      for
     would impact on other work                         issuing Fixed Penalty Notices for
     areas of the Dog Wardens, which                    litter and dog fouling over the next
     includes       responding      to                  12 months to all Neighbourhood
     complaints of dog fouling and                      Wardens and Park Ranger staff
     conducting pro-active patrols in                   and recommend that this involves
     hotspot areas.                                     any other enforcement staff who
                                                        may be able to carry out such
4.11 Whilst the Dog Warden Team                         works.
     are the main front-line in terms of
     tackling dog fouling, we noted



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                  scrutiny.unit@leeds.gov.uk
                                       Page 139
 Comments and
Recommendations

4.13 Such additional staff resource                   overheads for support services
     will undoubtedly increase the                    also exist.
     Council’s ability to patrol and
     police        these         serious        4.15 However, more realistically we
     environmental issues and bring                  noted that one additional officer
     offenders to account for any                    recruited to the service would at
     offences noted. However, we                     least help to cover the impact of
     would still question whether five               the additional stray dog activity,
     full time Dog Wardens is an                     which would free up other
     adequate number for the size of                 officers’ time to assist in the dog
     the authority and note that this                fouling issues. This would be at
     issue was also raised during the                a cost of £26,456 when working
     2001 Scrutiny inquiry. We                       to the existing service hours.
     therefore recommend that a
     review of       existing staffing          4.16 As well as increasing staff
     resources     within    the    Dog              numbers,       another      possible
     Warden Team is carried out to                   solution considered to help free
     determine     whether this        is            up more officer time when
     adequate enough to meet current                 dealing with stray dogs was
     service demands.                                around sourcing a transit van to
                                                     replace a van in the existing
                                                     fleet, which would hold more
  Recommendation 6                                   dogs (the current vehicles hold
  That the Director of Environment                   three dogs each). This would
  and Neighbourhoods conducts a                      mean the van could transport
  review    of   existing   staffing                 multiple dogs to the kennels thus
  resources within the Dog Warden                    saving time. However, it was
  Team to determine whether it is                    acknowledged that in order to
  adequate enough to meet current                    facilitate this, the service may
  service demands.                                   have to provide a small number
                                                     of holding kennels at a Council
                                                     office.     Both these methods
4.14 We were informed that to provide                would incur additional costs and
     a Dog Warden for each Area                      we noted that the service was
     Committee      would     involve                investigating this further.
     recruiting an additional five
     officers,   at   a    cost     of          4.17 In previously acknowledging the
     approximately £132,000 which                    lack of interest from local
     consists of £22,456 salary costs                suppliers to take on the contract
     and £3500 for van and fuel costs                for providing stray dog kennels,
     and £500 uniform and equipment                  we recommend that the contract
     costs, per officer. Per capita                  specification is reviewed prior to



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                  scrutiny.unit@leeds.gov.uk
                                       Page 140
 Comments and
Recommendations

     its renewal and that further                     occurring problems that cannot
     opportunities are explored to                    be investigated during the
     help generate greater interest                   service’s normal operational
     from local suppliers.                            hours.

                                                4.20 We believe that such flexibility is
  Recommendation 7                                   required within this service in
  That the contract specification for                order to deal with dog fouling
  the provision of stray dog kennels                 enforcement effectively.       We
  is reviewed prior to its renewal                   therefore recommend that the
  and that further opportunities are                 Director of Environment and
  explored to help generate greater                  Neighbourhoods reviews an out
  interest from local suppliers.                     of hours flexible working scheme
                                                     for the Dog Warden Service and
                                                     explores opportunities to utilise
                                                     other relevant enforcement staff
4.18 During our review we also                       working out of hours to assist
     explored the flexibility of the Dog             with the enforcement of dog
     Warden service. Dog Wardens                     fouling.
     currently work Monday to Friday,
     excluding bank holidays, and the
     service is covered from 8.00 am                Recommendation 8
     until 5.00 pm. However, we felt                That the Director of Environment
     that many of the dog fouling                   and Neighbourhoods reviews an
     offences were happening outside                out of hours flexible working
     of the normal service working                  scheme for the Dog Warden
     hours and particularly during                  Service        and       explores
     weekends. Whilst we noted that                 opportunities to utilise other
     it would be possible to employ                 relevant     enforcement     staff
     staff outside the normal hours,                working out of hours to assist
     there are obvious resource                     with the enforcement of dog
     implications as this would involve             fouling.
     higher shift allowance costs and
     we were informed that officers
     would also need to be paired up                  Educative role of the service
     for health and safety reasons.
                                                4.21 We       acknowledge        that
4.19 Another option considered to                    enforcement duties take up the
     help achieve this flexibility was to            majority of the Dog Wardens’
     allocate an overtime budget to                  time, which leaves little or no
     conduct additional patrols on an                time for the Dog Wardens to
     out of hours basis to deal with re-             undertake    educational    and



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                  scrutiny.unit@leeds.gov.uk
                                       Page 141
 Comments and
Recommendations

      publicity activities in the wider                 Dog         Control       Orders
      community.                                        (Environmental Action Teams,
                                                        Neighbourhood Wardens and
4.22 However, we feel it is important                   Park Rangers); strategies for
     for the Dog Warden Team to also                    future education campaigns; and
     concentrate        efforts     on                  the implications of having
     educational campaigns and the                      additional Dog Control Orders for
     distribution    of     appropriate                 Leeds.
     signage as the success of
     decreasing the incidence of dog
     fouling relies on raising the                    Recommendation 9
     public’s awareness of the law                    That the Director of Environment
     and providing a deterrent through                and Neighbourhoods produces a
     fixed penalty notices.                           Dog Control Strategy for Leeds
                                                      within the next 12 months setting
4.23 We believe that the service would                out the duties of the Dog Warden
     benefit from an additional                       Service; the current and potential
     campaign budget to enhance                       role of other officers in enforcing
     existing campaigns and in                        Dog Control Orders; strategies for
     particular, develop closer links                 future education campaigns; and
     with schools. We understand that                 the    implications    of   having
     the service has worked closely                   additional Dog Control Orders for
     with ENCAMS previously and                       Leeds.
     would encourage that the value
     of running more hard hitting
     campaigns on dog fouling which
     could specifically target dog
     owners who persistently allow
     their dogs to foul is explored.

5.0   Dog Control        Strategy      for
      Leeds

5.1   Following     our    review,    we
      recommend that the Director of
      Environment                    and
      Neighbourhoods produces a Dog
      Control Strategy for Leeds within
      the next 12 months setting out
      the duties of the Dog Warden
      Service; the current and potential
      role of other officers in enforcing



         Scrutiny Board (Environment and Neighbourhoods) – Statement on the
                      Enforcement of Dog Fouling. January 2009
                                    scrutiny.unit@leeds.gov.uk
                                        Page 142
                                                                  Agenda Item 13

                                                               Originator: A Brogden

                                                               Tel:2474553


Report of the Head of Scrutiny and Member Development

Scrutiny Board (Environment and Neighbourhoods)

Date: 12th January 2009

Subject: Current Work Programme

 Electoral Wards Affected: All                     Specific Implications For:

                                                   Equality and Diversity

                                                   Community Cohesion

               Ward Members consulted              Narrowing the Gap
               (referred to in report)




1.0     Introduction

1.1     Appendix 1 to this report provides Members with a copy of the Board’s current
        Work Programme.

1.2     Appendix 2 is the current Forward Plan of Key Decisions for the period 1st January
        2009 to 30th April 2009.

2.0     Recommendations

2.1     The Board is requested to:

        (i)      Determine from these documents whether there are any additional items the
                 Board would wish to add to its Work Programme.

        (ii)     Receive and make any changes to the attached Work Programme following
                 decisions made at today’s meeting.


Background Papers

None




                                            Page 143
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             Page 144
                  SCRUTINY BOARD (ENVIRONMENT AND NEIGHBOURHOODS) - LAST REVISED DECEMBER 2008                            Appendix 1

           ITEM                  DESCRIPTION                              NOTES                                     TYPE OF ITEM
                           th
           Meeting date: 9 February 2009
           Inquiry into Private  To consider evidence in line with
           Rented Sector         session 2 of the Board’s inquiry
           Housing
           Inquiry into Older    To consider evidence in line with
           People’s Housing      session 2 of the Board’s inquiry
           Enforcement of Dog    To receive a monthly update report
           Fouling               on the enforcement of dog fouling.

           Inquiry into Asylum      To consider evidence in line with
           Seeker Case              session 2 of the Board’s inquiry
           Resolution
           Grounds Maintenance      To consider the Service Improvement                                             B
           Service Improvement      Plan for Grounds Maintenance.
           Plan
           ALMO inspection          To discuss the outcome of the ALMO
           review                   inspections




Page 145
           Meeting date: 16TH    March 2009
           Performance             Quarter 3 information for 2008/09      All Scrutiny Boards receive performance   PM
           Management              (Oct-Dec)                              information on a quarterly basis
           Recommendation          This item tracks progress with                                                   MSR
           Tracking                previous Scrutiny recommendations
                                   on a quarterly basis
           Inquiry into Street     To agree draft final report
           Cleaning

           Enforcement of Dog       To receive a monthly update report
           Fouling                  on the enforcement of dog fouling.
                  SCRUTINY BOARD (ENVIRONMENT AND NEIGHBOURHOODS) - LAST REVISED DECEMBER 2008         Appendix 1
           ITEM                DESCRIPTION                          NOTES                        TYPE OF ITEM
           Update on the       To receive a quarterly update on the
           Supporting People   Supporting People Programme
           Programme


           Miscellaneous           To receive an update report on the
           Properties              numbers and occupation levels of
                                   miscellaneous properties belonging to
                                   the Council, not within the ALMO
                                   portfolios
           Meeting date: 20TH     April 2009
           Annual Report           To agree the Board’s contribution to
                                   the annual scrutiny report
           Inquiry into Asylum     To agree draft final report
           Seeker Case
           Resolution
           Inquiry into Private     To agree draft final report
           Rented Sector




Page 146
           Housing
           Inquiry into Older       To agree draft final report
           People’s Housing
           Enforcement of Dog       To receive a monthly update report
           Fouling                  on the enforcement of dog fouling.

           Leeds Housing            To consider the Strategy in line with
           Strategy                 the Budget and Policy Framework.
                   SCRUTINY BOARD (ENVIRONMENT AND NEIGHBOURHOODS) - LAST REVISED DECEMBER 2008       Appendix 1




           ITEM                   DESCRIPTION                               NOTES                 TYPE OF ITEM
           Suggested Areas for Scrutiny Currently Unscheduled
           Inquiry into Anti-
           social Behaviour
           Performance of
           Enforcement

           Key:
           CCFA / RFS – Councillor call for action / request for scrutiny
           RP – Review of existing policy
           DP – Development of new policy
           MSR – Monitoring scrutiny recommendations
           PM – Performance management
           B – Briefings (Including potential areas for scrutiny)




Page 147
           SC – Statutory consultation
           CI – Call in
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             Page 148
                                                                                                                         Appendix 2
                                                                  LEEDS CITY COUNCIL

                                                            FORWARD PLAN OF KEY DECISIONS
           For the period 1 January 2009 to 30 April 2009

                 Key Decisions            Decision Maker       Expected          Proposed          Documents to be             Lead Officer
                                                                Date of         Consultation    Considered by Decision          (To whom
                                                               Decision                                 Maker             representations should
                                                                                                                            be made and email
                                                                                                                              address to send
                                                                                                                            representations to)

           Request to enterinto a        Director of          18/1/09     N/A                  Report for Delegated       Director of
           Service Level Agreement       Environment and                                       Decision Panel             Environment and
           (SLA) for the Family          Neighbourhoods                                                                   Neighbourhoods
           Intervention Project, for a                                                                                    neil.evans@leeds.gov.
           12 month period at a cost                                                                                      uk
           of £480,054 per annum.




Page 149
           Permission to enter into a
           Service Level agreement
           with Regeneration Services
           within the Environment and
           Neighbourhoods
           directorate for the Family
           Intervention Project (FIP)
           until the end of March
           2009.
                 Key Decisions             Decision Maker    Expected          Proposed          Documents to be              Lead Officer
                                                              Date of         Consultation    Considered by Decision           (To whom
                                                             Decision                                 Maker              representations should
                                                                                                                           be made and email
                                                                                                                             address to send
                                                                                                                           representations to)

           To seek authorisation to       Director of       29/1/09     N/A                  Report to be presented to   Director of
           request to waive contract      Environment and                                    the Delegated Decision      Environment and
           procedure rule 13 and          Neighbourhoods                                     Panel                       Neighbourhoods
           enter into a Supporting                                                                                       neil.evans@leeds.gov.
           People contract with St                                                                                       uk
           George's Crypt for the
           Overnight Service,
           Regent's Terrace, Faith
           Lodge and Faith Lodge
           Floating Support Service.
           Request for approval to        Director of       1/3/09      N/A                  Report to be presented to   Director of




Page 150
           enter into a Supporting        Environment and                                    the Delegated Decision      Environment and
           People SLA for services for    Neighbourhoods                                     Panel                       Neighbourhoods
           people with mental health
           problems
           Approval to enter into a
           Supporting People Service
           Level Agreement with
           Leeds City Council for their
           accommodation based
           services for people with
           mental health problems –
           Cottingley Court, Spen
           Croft and Bewerley Croft
           Services.
           NOTES

                Key decisions are those executive decisions:
                • which result in the authority incurring expenditure or making savings over £250,000 per annum, or
                • are likely to have a significant effect on communities living or working in an area comprising two or more wards

                     Executive Board Portfolios              Executive Member

                     Central and Corporate                   Councillor Richard Brett

                     Development and Regeneration            Councillor Andrew Carter

                     Environmental Services                  Councillor Steve Smith

                     Neighbourhoods and Housing              Councillor John Leslie Carter

                     Leisure                                 Councillor John Procter




Page 151
                     Children’s Services                     Councillor Stewart Golton

                     Learning                                Councillor Richard Harker

                     Adult Health and Social Care            Councillor Peter Harrand

                     Leader of the Labour Group              Councillor Keith Wakefield

                     Leader of the Morley Borough            Councillor Robert Finnigan
                     Independent Group

                     Advisory Member                         Councillor Judith Blake

           In cases where Key Decisions to be taken by the Executive Board are not included in the Plan, 5 days notice of the intention to take such
           decisions will be given by way of the agenda for the Executive Board meeting.
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             Page 152

				
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